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The purpose of this paper is to understand and map the global competitiveness of firms in emerging markets. The authors refine a framework (called the “strategic control map”, or SCM) that looks at market capitalization – using two parameters of book equity (size) and price to book ratio (performance) – as a key driver of the competitiveness of firms. However, the SCM has limited value in the context of smaller and largely domestic firms, as is the case in emerging markets. To develop a more comprehensive understanding, additional vital metrics such as the degree of internationalization need to be considered.

The authors compare top 100 Indian firms against global firms on four dimensions – i.e. market price to book ratio, book equity, scope and scale of international operations. The authors consider data for the year 2009-2010 to make comparisons.

The SCM, formulated with a developed market focus, is not suitable in the context of emerging markets as it fails to consider internationalization as essential to compete at the global level. Accordingly, the authors propose a new conceptual framework, referred to as the “strategic positioning map” (SPM).

In this paper, the authors argue that “international intensity” and “market capitalization” can be two important dimensions to map the relative paths of growth for firms from emerging markets.

This article aims to comprehensively review the measurement and management of supply chain performance (SCP) and strategic performance (SP). It strives to identify integrable features regarding frameworks, measurement approaches, practices and emerging research issues in these areas to integrate SCP and SP for measuring and managing performance. It intends to develop a dynamic-integrated-performance-system by incorporating integrable aspects of SCP and SP to link these domains for organizational performance improvement.

Using systematic-literature-review, this study analyzes 154 articles published in selected peer-reviewed international journals from 2000 to 2023 regarding SCP and SP. It assesses existing knowledge regarding research-design followed, challenging areas and imperatives in these critical business domains to investigate the prior conceptual, empirical, case study-based and literature-review-based articles.

The study identifies integrable features regarding key theoretical and measurement frameworks, critical objectives, significant measures, effective practices for measuring and managing SCP and SP and emerging research issues common to these areas. The findings help develop a dynamic-integrated-performance-system that uses the theoretical lenses of resource-based-view/dynamic-capability-theory and adopts a comprehensive framework like DBSC (system-dynamic-model with BSC perspectives). It incorporates identified integrable measures and best practices to monitor, measure, manage and improve organizational performance for sustainable competitive advantage. The article reveals that earlier studies have overlooked analyzing SCP and SP integration aspects.

From the theoretical viewpoint, the present SLR is unique in three ways: first, in investigating both the measurement and management of SCP and SP holistically; second, in identifying integrative features of these two; and third, in proposing a DIPS to link SCP and SP for performance improvement. The study reveals that existing literature has focused on measuring and managing SCP and SP in isolation without attempting a comprehensive and unified approach to integrate the respective domains. The present SLR adopts a holistic approach to link SCP and SP from SCM and strategic-management perspectives. The study proposes a dynamic-integrated-performance-system to measure, manage and improve performance in a unified method.

This study provides SC and strategy practitioners with an understanding of strategy-performance pathways for achieving strategic objectives and executing risk mitigation initiatives to counter disruptions. It enables SC managers to comprehend SC practices and SCP leading to dynamic SC capabilities development. Operationalizing the proposed DIPS will help firms link SCP and SP, align operational SC practices with strategic sustainability and circularity objectives and meet sustainable development goals while benefiting social and environmental stakeholders.

Assessing relationships and identifying a unified approach integrating SCP with SP have not been addressed earlier. This study's uniqueness is finding integrable features of SCP and SP and constructing a dynamic-integrated-performance-system to link these domains for achieving strategic competitiveness.

Organisations devote time and effort to the development of strategic performance measurement (SPM) systems. Many articles have been written on how to design and implement this type of system. However, few studies have addressed the issue of why some organisations are better able to “manage through measures” than others. Why do some organisations struggle to ensure that action follows measurement, whilst others systematically use their metrics to inform their decision‐making processes, and their subsequently actions? Specifically, it is unclear what critical factors play a role in enabling organisations to effectively use their SPM system. To gain an understanding of these factors, 24 practitioners were interviewed. This paper presents the analysed evidence from those interviews and its implications for practice.

The purpose of this paper is to put forward an argument for the importance of social and situational dynamics present when groups of organizational members view images. This both enriches psychoanalytic theories of the visual previously brought to bear on this topic and adds a valuable psychoanalytical perspective to visual organization studies.

The paper extends Burkard Sievers’ concept of the “social photo matrix” (SPM) through an interdisciplinary review of literature in psychoanalysis, audiencing, media studies and social theory.

A socially nuanced variant of the SPM is put forward as a way to explore organizational members’ experiences of work and employment, as part of a nascent “visual methodological approach” to studying organization(s).

The ideas within this conceptual paper would benefit from empirical investigation. This would be a fruitful and interesting possibility for future research.

The paper concludes with a discussion of the contemporary utility of the SPM as a psychoanalytically‐motivated method through which to understand visually‐mediated effects of organizational action, as collectively experienced by their members and stakeholders.

The paper makes a particular contribution to the poorly‐researched area of the collective reception of organizational images and opens up possibilities to work with the hidden anxieties and defences that arise in the course of organizational action.

Despite widespread adoption of business process reengineering (BPR) for better delivery efficiency of public services, a structured approach continues to elude the most value-adding phase of BPR: business process redesign. From another viewpoint, the rising currency of Whole-of-Government (WoG) and “shared services” initiatives signal an unmissable trend toward resource reuse across public service agencies (PSAs) through business process standardization (BPS). This research invokes BPS into process redesign to produce a process redesign framework (PRF) and deploys the same to build a standard process model (SPM) for services of the government of Albania (GoA).

The methodology follows the design science research (DSR) paradigm, wherein best practices extracted from literature are synthesized with stakeholder inputs to design the PRF and SPM, both of which are then evaluated with case study research.

Adoption of PRF/SPM on a WoG basis will not only reduce service lead time but also enable a variety of public services to share the same process, thereby further saving costs for GoA. The research outputs will accelerate reengineering and subsequent digitalization of public service operations.

Implementing SPM will maximize resource reuse and help offer uniform and integrated public services to GoA's customers. It will also enable demand-driven staff mobilization across GoA agencies. The proposed PRF/SPM have limitations in that they consider only flow aspects of service processes with aspects of conversion being ignored.

This research fulfills the need for a systematic approach to process redesign and prepares GoA for a WoG treatment to its BPR efforts.

This paper aims to analyze the process of implementation of a sustainability performance measurement (SPM) system by a North Italian university, which was constructed based on a participatory multi-stakeholders’ approach. In addition, it provides evidence on the use of outcome indicators.

The methodology is based on a single exploratory case study research.

The process of implementation of the new SPM system started with the intervention of an academic in accounting who acted as a propeller. The adoption of the framework required a shared meaning of sustainability among different stakeholders and indicators to track the shift toward sustainable development (SD). Despite the authors could not prove the stable adoption of the framework for the future, as new governing bodies were appointed in Beta, that framework could be considered a valid attempt to move from a single projects’ evaluation on sustainability performance to a systemic approach and introduce outcome indicators in performance appraisal. The framework supported university’s decision-making related to SD actions.

Difficulties in the measurement process were linked to the information system which was not designed to allow the collection of some of the newly introduced sustainability data. However, an attempt to introduce a personalized assessment tool fostered the improvement of planning activities for 2015.

The originality of the paper is twofold: first, it represents an attempt to discuss the process of implementation of a SPM system that was designed by a participatory multi-stakeholders’ approach. Second, the framework was designed to consider also outcomes’ indicators as urged by scholars calling universities to promote the shift toward a sustainable society.

This paper studies how accounting information is used by actors in an innovation process. It investigates how accounting information influences and is influenced by the different actors. The purpose of this paper is to develop a more thorough understanding of the role of accounting in making the choices that form temporary solutions.

An in-depth case study of the development of a standard software release within the telecom industry.

This study has shown that accounting was a key ingredient when temporary solutions were formed in the innovation processes. Actors used accounting to stabilize the content of the release in the formation of the gate documents and used accounting to destabilize the content between the temporary solutions. It is difficult to evaluate whether the use of accounting improved or harmed the innovation. Further, the study also revealed that the use of accounting influenced and was influenced by previous and prospective future deals. This put new challenges on the use of accounting because it involved negotiation processes that influenced the accounting figures.

The findings provide insights into the procedures for finding temporary solutions in the innovation process and the role of accounting in these procedures.

This paper contributes by providing a more thorough understanding of the role of accounting regarding the choices that comprise the temporary solutions within the innovation process. In addition, it shows how accounting has a critical role both for settling on and modifying temporary solutions. Hence, the research demonstrated how studies of the role of accounting in innovation processes can contribute to the industrial network approach by giving a more thorough understanding of network dynamics and the process of attaining stability and instability in business networks.

Slums have existed as long as cities have and are a growing context in the developing world. The challenge is in their efficient, effective and inclusive management. The purpose of this paper is to frame slums in the broad aim of urban development and the pursuit of prosperity, as active players and positive contributors in every right – a slum-prosperity framework. First, however, they need to be comprehensively defined in a non-exclusive, structured, dynamic and heuristic way; a previous publication was set to resolve this challenge.

Guided by a synthesized operative model for prosperity, such a definition for slums is used to precisely relate their characters to the pursuit of prosperity through a mapping process, whereby these characters are linked to potentials for prosperity, improvement goals, resources and intervention plans.

Both slums and prosperity are fuzzy, complex and variable terms; the only possibility to deal with them both is to break them down into simple and manageable yet operative units and establish the most influential and effective links between them to organize intervention according to patterns of change in both slums and city.

An intervention agenda like the one proposed here, that gives room for contextual and temporal urban complexities, has the potential to augment urban practice and help curb the slum phenomenon. A final paper (forthcoming) will illustrate the application of both the comprehensive definition of slum and the implementation of a pathway toward prosperity.

The proposal in this paper is derived as part of research conducted for the award of a PhD at the University of Strathclyde Glasgow. This was in general set to contribute to the proactive and inclusive improvement of slums and cities. The proposal is further derived from the authors’ involvement and personal interest in developing regions and is designed on local experience and on wider expertise in urban renewal.

Construction business performance measurement (BPM) is myopic, most often being project‐specific, profit‐orientated, and neglecting broader “stakeholder” issues. If construction organizations are to remain competitive in the longer term, they need to develop and better understand their relations with their customers, suppliers, employees, lenders and the wider community. Hence, performance measurement must embrace these broader business characteristics. The need for a shift in “orthodox” (BPM) beliefs from “basic” performance measurement, to an alternative “stakeholder perspective measurement” (SPM), is underlined. SPM will adequately consider relations with customers, suppliers, employees, financiers, and the wider community; all being critical for a business’s long‐term viability. The paper goes on to advocate that construction organizations should reject this myopic strategic thinking, and better consider the interests of their stakeholders, both economically and morally. The latter calls for development of a serious stakeholder perspective to business performance measurement, so that construction organizations can be monitored and judged in a socially acceptable manner.

To explore senior managers’ knowledge and thinking about strategy and organisational capabilities, and developments of both during a time of transition.

Interpretive case research based on semi‐structured interviews with 44 senior managers in a number of business organisations in Ethiopia supplemented by secondary sources.

Senior managers had a narrow and contingent knowledge of, and interaction with, the external environment. The notion of “strategy” was problematical for them. Managers’ knowing of their environment and organisational aspects were differentiated, context specific and subject to changes and reinterpretations depending on shifting roles, responsibilities and changing contexts.

This research sheds light on how assumptions about the often “taken‐for‐grantedness” of the strategic “manageability” of change by senior managers may be exaggerated. This was revealed, at one extreme, in this research but it may extend also into other situations in varying degrees. In this and other ways the study of senior Ethiopian managers could be used as a way to reflect back upon conventional thinking about strategizing in other contexts.

The research can help managers gain insight into how their everyday ways of knowing and seeing are unnecessarily limited and constrained.

Work in business knowledge is just commencing and hence its continuity would further both scholars’ and practitioners’ understanding of the knowledge work of managers in varied contexts and environments.