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1 – 10 of over 75000Lutz Kaufmann and Julia Gaeckler
First, this study expands knowledge on the strategic decision process dimension decision-making speed by analyzing decision-making speed and two possible antecedents in a…
Abstract
Purpose
First, this study expands knowledge on the strategic decision process dimension decision-making speed by analyzing decision-making speed and two possible antecedents in a purchasing context. Second, it takes an additional step toward clarifying the relationship between strategic and lateral integration. Specifically, the purpose of this paper is to analyze the potential mediating effect of lateral purchasing integration on the relationship between strategic purchasing integration and purchasing decision-making speed.
Design/methodology/approach
This research analyzes survey data of 152 firms from Austria, Germany, and Switzerland using covariance-based structural equation modeling.
Findings
The results of the structural equation model provide strong support for the hypothesized relationships. Strategic purchasing integration drives lateral purchasing integration, which in turn positively influences purchasing decision-making speed.
Research limitations/implications
This study focusses solely on internal types of integration. A logical next step would be to further enrich the model by including external dimensions, such as supplier or customer integration.
Practical implications
This study should help managers gain a better understanding of the relationship between strategic and lateral purchasing integration, highlighting their positive impact on decision-making speed. Decision-making speed is particularly important for companies operating in volatile markets and time-constrained business environments.
Originality/value
This study offers new insights into the theoretical and empirical connection between intra-organizational purchasing integration, unpacked as strategic purchasing integration and lateral purchasing integration, and purchasing decision-making speed. Furthermore, it offers insights into decision-making speed in a purchasing context.
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Filippo Vitolla, Michele Rubino and Antonello Garzoni
This paper aims to fill the existing gaps in literature which deal with both the application of a socially oriented philosophy to the theme of strategic corporate social…
Abstract
Purpose
This paper aims to fill the existing gaps in literature which deal with both the application of a socially oriented philosophy to the theme of strategic corporate social responsibility (CSR) integration and to the systematic analysis of the processes of strategic CSR management, and to create a connection between social management philosophy and the dynamic approach to CSR integration based on the strategic management processes. In particular, this study aims at creating a conceptual model to highlight, in a structured and organic way, the dynamic relationships, based on a social management philosophy, characterizing the integration of CSR in the different strategic management processes: formulation and implementation of both intended and emergent strategies. In relation to these goals, the following research questions are formulated: What are the most important strategic management processes in which to integrate CSR following a social management philosophy? How does integration (strategic CSR) based on social management philosophy impact these processes? How do strategic CSR processes based on social management philosophy determine strategic change? Which are the management tools which support integration based on social management philosophy?
Design/methodology/approach
The work is a conceptual paper. The paper has been developed as follows: the identification of the theoretical gaps; the definition of the research objectives; the literature review about both CSR integration and strategic management in a dynamic perspective; the formulation of the research questions; the conceptual analysis, based on social management philosophy, of the relevant propositions related to the dynamic approach to CSR integration; the building of the conceptual model based on the propositions; and the description and the analysis of the model.
Findings
In this model, three circles of change that are able to describe the integration of CSR into strategic management have been identified: A, the circle for achieving the strategic intent; B, the circle for formulating the strategic intent; and C, the circle of bottom-up innovations.
Practical implications
From a managerial perspective, it is possible to point out the following implications related to the integration of CSR into strategic management and the achievement of a strategic CSR: as for change dynamics which are linked to the formulations of the intended strategy, it is fundamental to develop a social management philosophy; to achieve the strategic intent, it is necessary to incorporate CSR actions into core activity of value chain; to favour the socially oriented bottom-up innovations, it is necessary to define a favourable organizational context; the strategic CSR must be supported by integrated tools and methodologies that make the rationalization of processes of change possible; and the application of tools and processes, even sophisticated ones, which are not based on social management philosophy may lead, in the long run, to negative tensions among stakeholders, as well as to serious repercussions on the firm’s management and its performance.
Social implications
It is possible to pinpoint other implications for the society: the circle for achieving the strategic intents, with the aim of improving the execution phase, increases the positive externalities and reduces the negative externalities of the economic activities; the circle for formulating strategic intents allows to identify a win–win solution for CSR issues; and the bottom-up entrepreneurship increases the chances to find innovative solutions which combine social aspects and competitive aspects.
Originality/value
The analyses provide an integrated approach, connecting strategic management and CSR in a dynamic perspective.
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
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Patrick Gunnigle, Thomas Turner and Michael Morley
This paper considers the impact of collectivist and individualist management styles in employee relations on levels of strategic integration in employee relations. The findings…
Abstract
This paper considers the impact of collectivist and individualist management styles in employee relations on levels of strategic integration in employee relations. The findings indicate a positive relationship between individualism and strategic integration. The findings further indicate that high levels of strategic integration are associated with low levels of collectivism in employee relations. Ownership was the most significant factor impacting upon variations in levels of strategic integration.
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Benjamin Asare, Dorcas Nuertey and Emmanuel Poku
Innovation has become extremely important, especially concerning manufacturing firms, as it is known to foster robust and healthy competition. The study aims to examine the effect…
Abstract
Purpose
Innovation has become extremely important, especially concerning manufacturing firms, as it is known to foster robust and healthy competition. The study aims to examine the effect of innovation orientation and supply chain integration on structural flexibility and strategic business performance.
Design/methodology/approach
Using the quantitative approach, 315 questionnaires were distributed to manufacturing firms in three cities (Accra, Kumasi and Takoradi) in Ghana out of which 305 usable responses were retrieved. The partial least square structural equation modeling technique and the statistical package for social sciences software version 27 were used for the data analysis.
Findings
The findings showed that supply chain integration and innovation orientation have a strong beneficial association. A substantial favorable association between structural flexibility and supply chain integration was found in the study once more. What is more, the research revealed a strong positive relationship between supply chain integration and strategic business performance. Furthermore, the study found a strong relation between innovation orientation and strategic business performance.
Originality/value
The research paper adds to the body of knowledge by examining how supply chain integration affects the relationship between innovation orientation, structural flexibility and strategic business performance.
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The purpose of this paper is to examine the strategic integration of HRM practices with business/corporate strategy in the context of its applications and processes in two…
Abstract
Purpose
The purpose of this paper is to examine the strategic integration of HRM practices with business/corporate strategy in the context of its applications and processes in two Japanese multinational companies in Malaysia.
Design/methodology/approach
The research used mixed‐methodology via case studies and questionnaire surveys. Overall 29 questionnaires, 15 from Company A and 14 from Company B were returned and analyzed for a response rate of 58 per cent. In addition, 15 respondents were interviewed, including Executive Director, Head of HR and line managers.
Findings
Analysis of questionnaire responses and interview findings shows strategic integration of HRM practices has been adopted by both organizations, though their approaches vary slightly. Importantly, the involvement of HR at board level, direct reporting of HR to the CEOs and the organization's supportive culture symbolize the integrative approach to HRM. Additionally, the findings indicate that although company strategies are in place, other factors such as business credibility of the HR manager and the level of commitment and support from CEOs and line management commitment are important determinants of strategic integration of HRM practices.
Practical implications
The influence of Japanese management practices which has similar characteristics of high performance work system (HPWS) and resource‐based view (RBV) approach that emphasizes participatory decision making and construe employees and HR function not as cost burdens but as sources of competitive advantage are important predictors of higher and effective strategic integration.
Originality/value
The paper provides some insights into approaches to strategic integration of HRM practices in two Japanese multinational companies in Malaysia.
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Esti Dwi Rinawiyanti, Xueli Huang and Sharif As-Saber
This paper aims to investigate the extent to which the management control systems (MCS) adoption in corporate social responsibility (CSR) integration into business strategy has an…
Abstract
Purpose
This paper aims to investigate the extent to which the management control systems (MCS) adoption in corporate social responsibility (CSR) integration into business strategy has an impact on companies’ performance.
Design/methodology/approach
Using a sample of 435 Indonesian manufacturing companies, partial least squares structural equation modelling was used to investigate the impact of CSR strategic integration on companies’ performance based on the contingency and stakeholder theories.
Findings
The findings reveal CSR strategic integration has a positive and significant impact on companies’ performance, including employee, operating and financial performance and the company size can positively moderate the impact of this integration on both its operating and financial performance.
Practical implications
The findings can encourage managers to adopt MCS by undertaking CSR at the strategic level, resulting in superior performance, both socially and financially.
Social implications
Employee performance and operating performance can significantly mediate the effect of strategic integration on financial performance.
Originality/value
The paper suggests that adopting MCS through CSR strategic integration could improve company performance socially and financially. This is the very first study on this issue from an Indonesian perspective.
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Uta Jüttner, Martin Christopher and Janet Godsell
The purpose of this paper is to review and structure the literature on the integration between marketing and supply chain management (SCM) and to contribute to the body of…
Abstract
Purpose
The purpose of this paper is to review and structure the literature on the integration between marketing and supply chain management (SCM) and to contribute to the body of knowledge by developing a framework for integrating marketing and supply chain strategies.
Design/methodology/approach
The paper draws its insights and conclusions from a review of the literature in both fields, marketing and SCM, followed by an interaction research approach which helped to refine and validate the theory‐derived framework from the perspective of practitioners.
Findings
In the existing body of literature on marketing and SCM integration, three perspectives can be differentiated: the interfunctional perspective, the process perspective and the perspective of integrated business concepts. The proposed framework builds on these perspectives and moves them onto a strategic level. Integrating marketing and supply chain strategies involves the management of four integration levels: corporate integration; strategic customer integration; strategic supplier integration and marketing and supply pipeline strategy integration.
Practical implications
The proposed framework points managers at the managerial issues of marketing and supply chain strategy integration and illustrates the need for an interaction approach which challenges the traditional view of marketing in the demand creation and SCM in the demand fulfilment role.
Originality/value
Marketing and SCM integration is a topic which has received considerable interest in both fields for the last 30 years. Despite the notion that a close integration can contribute to the company and even supply chain success, no contribution to date addresses the integration from a strategy perspective. This paper leverages existing knowledge and advances our understanding of the strategic integration issues companies are facing in today's supply chain network‐based competition.
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António Marques-Mendes and Maria João Santos
Based on an extensive review of the literature, the purpose of this paper is to propose an analytical model that enables the study of the corporate social responsibility (CSR)’s…
Abstract
Purpose
Based on an extensive review of the literature, the purpose of this paper is to propose an analytical model that enables the study of the corporate social responsibility (CSR)’s strategic orientation of companies through the analysis of: the different types of CSR integration into company strategies; the different levels of CSR strategic maturity; and the path necessary to be followed for a company to achieve its full development and correspondingly forecasting which initiatives hold the greatest contribution toward this end.
Design/methodology/approach
This paper sets out a conceptual framework, which was drafted building on an extensive critical review of the literature seeking to incorporate the diverse contributions made by the existing CSR models and classifications.
Findings
The analytical framework here proposed enables a wide reaching approach to analyzing strategic CSR, their underlying motivations and its core factors. It also extends to considering the different phases of maturity enabling the evaluation of the distinctive levels of CSR integration into the company strategy and the stage at which the company currently stands at on its determined path.
Practical implications
From a practical perspective, the suggested framework enables practitioners to access a practical tool that specifically measures their companies’ CSR maturity and strategic profile and which may serve as well as a means of diagnosis, improvement or of adaptation.
Originality/value
This model of analysis generates the identification of the factors explaining the different levels of CSR integration into the company strategy and evaluating the level of maturity prevailing.
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Aims to examine the performance affects of strategic integration in retail banking services.
Abstract
Purpose
Aims to examine the performance affects of strategic integration in retail banking services.
Design/methodology/approach
Using a survey of retail banking executives, it is examined as to how the role of operations and marketing areas can assist retail banks to shape their competitive strategies.
Findings
It is found that proactiveness and competitive strategy substantially affect a retail bank's performance based on the strength of integration of operations and marketing areas.
Research limitations/implications
Research is limited to retail banking services.
Originality/value
The research broadens the scope of the strategic fit concept towards the analysis of performance effects due to functional integration in retail banks.
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