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21 – 30 of over 142000Zafer Adiguzel and Fatma Sonmez Cakir
The aim of this study is to evaluate the relationship between innovative climate, strategic orientation, work motivation, business performance and job performance.
Abstract
Purpose
The aim of this study is to evaluate the relationship between innovative climate, strategic orientation, work motivation, business performance and job performance.
Design/methodology/approach
Within the scope of the research, a survey was conducted with 400 engineers working in organizations operating within companies producing spare parts for automobile companies. IBM SPSS 25, IBM SPSS AMOS and LISREL programs were gradually used, and the data obtained were evaluated and analyzed.
Findings
The importance of strategic orientation and work motivation for organizations can be seen in the analysis results in terms of their positive effects.
Practical implications
In the production sector, where innovation and competition activities take place, not only strategic decisions but also motivation for employees must be realized within the organizational culture in order for the organizations to be successful. Strategic orientation is effective in achieving innovation and creation to the extent that employees are motivated.
Originality/value
In terms of successful performance, it is very important to manage companies with the right strategic understanding and to involve the employees. In order to realize the innovation climate and to be successful in performance criteria, motivation is considered a key factor, in particular for the automobile sector. Automobile companies are now turning to electric vehicle production using new generation technologies. However, they also attach importance to the use of smart technologies in cars. For this reason, the effects of strategic orientation and work motivation on performance and innovation are investigated in companies producing automobile spare parts.
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Justyna Światowiec-Szczepańska and Beata Stępień
The purpose of this study is to investigate the links between a company’s position in a corporate network with its financial performance and strategic risk in the context of the…
Abstract
Purpose
The purpose of this study is to investigate the links between a company’s position in a corporate network with its financial performance and strategic risk in the context of the largest Central European stock market.
Design/methodology/approach
This study integrates the theory of social network analysis (SNA) with corporate governance theory with a special focus on resource dependence theory. Using the framework of network social analysis, the authors use network measures of social capital and embeddedness.
Findings
The results of studying companies listed on the Polish stock exchange indicate that a company’s corporate network position has a significant negative impact on strategic risk while having no influence on its financial performance. The research also highlights the importance of a firm’s corporate governance model for both performance and strategic risk.
Research limitations/implications
The data collected, and SNA measures used made it possible to conduct a cross-sectional study. Compared to longitudinal studies, this type of study has a couple of disadvantages addressed in the paper. In the future, the dependencies observed in this study should be tested using longer-term data.
Originality/value
To the best of the author’s knowledge, this is the first paper integrating the corporate personal and capital networks to test risk and performance dependencies in the context of Poland’s corporate governance model. The findings and conclusions can also be applied to analyzing Central and Eastern Europe stock markets.
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Wayne S. DeSarbo, Rajdeep Grewal, Heungsun Hwang and Qiong Wang
The purpose of this paper is to integrate aspects of the literature on strategic and performance groups and explicitly derive strategic/performance groups which exhibit…
Abstract
Purpose
The purpose of this paper is to integrate aspects of the literature on strategic and performance groups and explicitly derive strategic/performance groups which exhibit differences with respect to both strategy and performance, as well as display associations and potential interrelationships between the two sets of variables.
Design/methodology/approach
A two‐way clusterwise bilinear spatial model was formulated (e.g. a scalar products or vector multidimensional scaling model (MDS)) for the analysis of two‐way strategic and performance data which simultaneously performs MDS and cluster analysis. An efficient alternating least‐squares procedure was devised that estimates conditionally globally optimum estimates of the model parameters within each iterate in analytic, closed‐form expressions.
Findings
This bilinear MDS methodology was deployed in the context of strategic/performance group estimation using archival data for public banks in the NY‐NJ‐PA tri‐state area. For this illustration, four strategic/performance groups and two underlying dimensions were found.
Practical implications
Consideration of both strategy and performance data should be employed in describing the heterogeneity amongst firms competing in the same industry.
Originality/value
The paper provides a new spatial methodology to derive strategic/performance groups in any given industry to more completely summarize intra‐industry heterogeneity.
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Xiaodan Dong, Christian Andrew Hinsch, Shaoming Zou and Huifen Fu
The purpose of this study is to provide new insights into the link between market orientation (MO) and strategic performance by disaggregating the MO construct. With a focus on…
Abstract
Purpose
The purpose of this study is to provide new insights into the link between market orientation (MO) and strategic performance by disaggregating the MO construct. With a focus on responsiveness, a crucial element of MO, this research explores antecedents as well as outcomes in the strategic business units (SBUs) of MNCs. The decision-making structure of the firm was modeled as a moderator of the link between responsiveness and performance.
Design/methodology/approach
Survey data from upper level managers employed by 126 MNC SBUs representing 23 industries were collected.
Findings
The key findings indicate that: responsiveness mediates the link between intelligence generation and strategic performance; responsiveness also mediates the link between resource flexibility and strategic performance; and the link between responsiveness and strategic performance is moderated by the SBU's decision-making structure (i.e. centralization).
Originality/value
This study contributes to the conceptual precision of the composite construct MO, and also illustrates an avenue to increase strategic performance. Managerially, it provides managers with prescriptive suggestions for leveraging the value of the elements of MO with respect to the firm's decision-making structure.
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Neetu Yadav, Sushil Sushil and Umit Sezer Bititci
Performance measurement and management (PMM) literature is highly abundant with numerous PMM frameworks encapsulating various aspects of enterprise performance that are largely…
Abstract
Purpose
Performance measurement and management (PMM) literature is highly abundant with numerous PMM frameworks encapsulating various aspects of enterprise performance that are largely driven by enterprise viewpoint. Considering dynamic nature of Indian telecom industry where customers hold high bargaining power in the industry, flexible strategy game-card has been adopted as a theoretical basis. The purpose of this study is to capture an “outside-in view” of enterprise performance by incorporating performance measurement from customers’ perspective and highlight dual perspectives of performance, i.e. enterprise and customers’.
Design/methodology/approach
Rigorous empirical data analysis tools have been used on the data collated through opinion survey to develop strategic performance management model for Indian telecom service providers where mediation effects of customers’-based strategic factors have also been captured.
Findings
The findings emphasize the fact that financial performance indicators are outcome variables that are driven by the external environment, internal organizational structure and business processes. An effective performance management system (PMS) should consist enabling performance indicators (customers’ perspective) in addition to leading and lagging performance indicators that are widely discussed in the literature.
Research limitations/implications
The set of performance indicators identified is in the context of Indian telecom service operators, which should be used in another context with full caution. The generalization of the empirically validated strategic performance management model in other country context is limited. However, the process of development of PMS could be taken as an example to replicate in any other context.
Originality/value
Measuring an enterprise performance from customers’ perspective is the major contribution of this study. With the diverse set of performance indicators, effective PMS can be developed and deployed where tangible measures act as lagging indicators, namely, situational and operational, strategic measures act as leading indicators, and subscribers’ crucial assessment measures act as enabling indicators.
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Amit Kumar Srivastava and Sushil
The purpose of this study is to develop a model of strategic performance factors for effective strategy execution.
Abstract
Purpose
The purpose of this study is to develop a model of strategic performance factors for effective strategy execution.
Design/methodology/approach
This study uses multiple methods combining both the qualitative and quantitative research routes to unearth a more complete picture of the phenomenon facilitating accurate, generalizable, and practically useful theory.
Findings
There is a lack of literature on strategic performance factors and their role in effective strategy execution, which turns out be a barrier to the success of strategy execution. This study not only reviews the SPFs in the context of effective performance management leading to effective strategy execution but also identifies linkages among the SPFs to demonstrate the relative criticality of SPFs and how one SPF leads to another SPF. Interestingly, the situation and actor factors, which were explained in a very limited way in traditional models, have emerged as the most influential strategic performance factors.
Research limitations/implications
Although this study attempts to synergize multiple research methods to increase the significance of the findings, a comparatively large sample size would be more useful to test the reliability of the results. Additionally, the SPFs are contextual in nature and, therefore, this study requires extended efforts to test the research propositions in different research settings and reveals the generalized as well as differentiated results. The possible bias in ISM exercise can be improved by having multiple discussions with the respondents. This study extends the theoretical debate on balancing the strategic and operational performance measures for successful strategy execution. The study also fills the gap in the literature by proposing the model of strategic performance factors. Adding methodological value extending triangulation along with the interpretative tool, this study also suggests methodological implication of the research design.
Practical implications
The proposed model of SPF could be useful in measuring the right thing in the right way to ensure effective strategy execution. Management of SPFs such as situation and actor is a further value addition to the debate on balancing lead and lag measures or financial and non‐financial measures. The study demonstrates that organizations should go beyond operation measures (both financial and non‐financial) and also focus on strategic factors such as situation and actors, which actually lead to the other SPFs.
Originality/value
This study took unique steps to integrate the multiple perspectives of performance measures and develop a model which can facilitate effective strategy execution. It not only fills the gaps in the literature but also provides a strategic perspective of the performance measurement and management systems. The methodological experimentation to not only bring rigor in model building but also use interpretive tools is an innovative attempt to clarify the “what”, “how” as well as “why” aspects of model building.
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Jacob Donkor, George Nana Agyekum Donkor, Collins Kankam-Kwarteng and Eunice Aidoo
This paper aims to investigate the moderating role of innovation capability and strategic goals in the financial performance of small- and medium-scale enterprises (SMEs) in Ghana.
Abstract
Purpose
This paper aims to investigate the moderating role of innovation capability and strategic goals in the financial performance of small- and medium-scale enterprises (SMEs) in Ghana.
Design/methodology/approach
Innovative capabilities and strategic goals in SMEs and their influence on financial performance were recognized and briefly debated according to the existing literature. Hypotheses were tested on research data on 340 SMEs in Ghana, which were conveniently selected. Finally, quantitative analysis was done, followed by a discussion of the research findings.
Findings
Results from the study have proved that strategic goals have a strong positive relationship with financial performance. Also, there is a strong, positive and highly significant impact innovative capacity has on financial performance. Finally, the study found that innovative capability moderates the relationship between strategic goals and financial performance. It showed that at high levels of innovative capacity, high levels of strategic goals boost financial performance massively.
Research limitations/implications
The findings are limited to SMEs in Ghana. Researchers should study why SMEs may not pursue any innovation capability activities as they have positive impact on their financial performance. They may also focus on strategic goals and financial performance.
Practical implications
The study shows a necessity for longer-term innovation perspectives and a higher level of the importance of the application and assessment of strategic goals. Business owners and caretakers need greater awareness about the importance of innovation capability and strategic goals and their influence on the overall financial performance of SMEs. This will help them to adopt right innovate procedures for their businesses.
Originality/value
One of few research works to examine innovation capability and strategic goals on the financial performance of SMEs in a developing country.
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Neetu Yadav, Sushil - and Mahim Sagar
This paper aims to present strategic performance management modeling of the Indian automobile manufacturing enterprises. This will help to understand the hierarchical structure…
Abstract
Purpose
This paper aims to present strategic performance management modeling of the Indian automobile manufacturing enterprises. This will help to understand the hierarchical structure and linkages of different strategic factors related to enterprise performance in a better way. Automobile manufacturing industry is one of the top industries in India. It is of paramount importance to identify the strategic factors and their linkages to understand the strategic performance management issues better.
Design/methodology/approach
Flexible strategy game-card, an evolving performance management framework, has been taken as the basis for the development of a strategic performance management model. Thematic content analysis is used to analyze semi-structured interviews and for identifying strategic factors related to performance. Total interpretive structural modeling (TISM) is used to develop the hierarchical structure of these performance strategic factors. Case-lets and statistical analysis are used to further validate these models.
Findings
The study proposes a strategic performance management model for Indian automobile enterprises that can be considered as a conceptual framework which helps to identify the leading and lagging factors of performance. This can be considered as an exploratory study for conceptualization and can be further validated through empirical testing.
Research limitations/implications
The research methodology adopted here gives a guideline to researchers for conducting an exploratory study where they can identify the factors/variables of interest through semi-structured interviews and thematic content analysis. The TISM helps to develop the poorly articulated mental model in a well-structured hierarchical form, which would help to get more insights in relation to performance.
Originality/value
The study fills the gaps by addressing the issue of performance in the Indian context by identifying strategic performance factors for automobile enterprises. There is an attempt to demonstrate the application of an evolving performance management framework, i.e. flexible strategy game-card. The methodological rigor and application of mixed methods adds value to the knowledge base by providing a mechanism to conduct an exploratory study for the area of interest.
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Steve Brown, Brian Squire and Kate Blackmon
The purpose of this paper is to explore links between the process of strategy formulation and subsequent performance in operations within firms.
Abstract
Purpose
The purpose of this paper is to explore links between the process of strategy formulation and subsequent performance in operations within firms.
Design/methodology/approach
An in‐depth literature review on resource‐based and operations strategy naturally led to three hypotheses. These are then tested using evidence from field‐based case studies of manufacturing/assembly plants in the computer industry.
Findings
The research suggests that world‐class plants incorporate both strategic operations content and strategic operations processes, whilst low‐performing plants do not.
Practical implications
It is argued that involving manufacturing/operations managers in the strategic planning process helps align manufacturing and business strategy, and this alignment is associated with higher manufacturing performance. This should be of interest to operations managers and strategists within firms.
Originality/value
By linking strategic alignment and the manufacturing strategy process to world‐class manufacturing practices and performance, this research adds a new dimension to the study of world‐class manufacturing and more generally to the best practices and practice‐performance debates.
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Rita Campos e Cunha, Miguel Pina e Cunha‐Kintana, António Morgado and Chris Brewster
This study uses structural equation modeling to test a model of the impact of human resources management practices on perceived organizational performance, on a large sample of…
Abstract
This study uses structural equation modeling to test a model of the impact of human resources management practices on perceived organizational performance, on a large sample of European companies. The influences of competitive intensity, industry attractiveness, and strategic management are considered in the model, and their direct and indirect influence on organizational performance is assessed. The model produced an adequate fit, and results show that strategic management does influence human resource practices. Human resource flexibility practices and performance management have a positive impact on organizational performance, while training was not found to have a significant impact. A direct positive impact of competitive intensity and industry attractiveness on strategic management was supported by the data, as well as a direct positive effect of industry attractiveness on perceived organizational performance.
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