Search results

The purpose of this purpose is to understand the territorial management process behind the implementation and anchoring of a foreign direct investment (FDI) project in an emerging country during its project life cycle. This research contributes to the “strategy as practice” and “triple helix” research fields.

The authors use qualitative and single-case research with secondary public sources and confirmatory interviews. The case is related to the process of implementing and anchoring a joint venture in the semiconductor industry between a South Korean company and a Brazilian company. The relations between the university, the companies and the government are analyzed in terms of supporting territorial attractiveness.

Viewing the attraction of FDI in collaborative terms provides new empirical evidence and explanations of the phenomenon. From this single-case study, the authors can offer the following research propositions, which can be further developed and tested: P1 – the use of a triple helix strategy is an attractive factor when applying an exogenous investment; P2: the entrepreneurial university is an attractive factor when applying an exogenous investment; and P3: contemporary public policies must be involved in complex networks with the community to achieve success when locating and anchoring an exogenous investment.

One of the main limitations is linked to the secondary data sources for the reconstruction of the case narrative. Secondary data sources omit important details when reporting events. The authors tried to overcome this limitation by using multiple sources and providing different types and breadth of details; for the triangulation stage, the authors held interviews to confirm the data collected in the newspapers and to look for details that could have passed unnoticed. Additionally, it should be noted that the confirmatory interviews were retrospective. An intensive interview promotes the clarification of each participant’s interpretation of his or her own experience and therefore represents a very useful method for interpretative research. However, the limitation is that between the experience and the date of the interviews, the interviewee undergoes many other experiences, learning and contexts that modify his or her point of view and way of interpreting what happened in the past. Finally, in this study, the authors have chosen a “Gioia method” template rather than an “Eisenhardt” template (Langley and Abdallah, 2011) and one impression may be the result of a limitation of this template, as pointed out by Langley and Abdallah (2011) “This template has limitations too. One potential limitation that seems, however, not to have hindered these researchers concerns the challenge of convincing readers about the transferability and relevance of the findings given the propensity to study single cases.” In an interpretive research, it is argued that it is the depth of contextual detail in a case study that provides the understanding necessary for a reader to judge whether the theoretical implication is pertinent.

This paper presents a case of success in attracting FDI in emerging countries. The authors emphasize the mechanisms, agreements and difficulties experienced by the government and the local community involved in the management process for the implementation and anchoring of an FDI project. This study offers a valuable resource for FDI attraction for public sector managers and society members. The management of the implementation process of an FDI project life cycle leads to a “territorial triple helix” model that can be used by emerging countries to promote sustainable economic development in high-tech industries. By choosing the theoretical choice of narrative, the authors have a better understanding of the process for anchoring FDI because the authors can identify key events and present information on how territories develop their policies.

The example of the Brazilian experience in the management of the FDI anchor of the semiconductor industry implies a series of learning for the emerging economies, particularly in terms of the possibility to discover new features to increase the attractiveness of their FDIs. Usually when the authors think about or consult the literature on attracting and anchoring FDI projects, the authors find that countries are concerned about market size, trade openness or interest rate data. However, in the case of HT Micron, an unknown or untouched criterion can be added: the collaboration between the agents of society.

The present research challenges the linear views of project life and displays a successful project that follows a quite different path. This study is original because it provides public sector managers and society members with a valuable resource for FDI implementation and anchoring. Usually when the authors think about or consult the literature on attracting and anchoring FDI projects, the authors find that countries are concerned about market size, trade openness or interest rate data. However, in the HT Micron case, it is possible to add an unknown or untouched criterion: the collaboration between agents of society.

This study examines the conditions when “managerial perception of the contribution of social media” (SMC) enhances and inhibits entrepreneurially oriented small and medium-size enterprises' (SMEs') ability for new product introductions (NPI) to the market. We also propose that while firm proactiveness enhances the rate of NPI, managers' risk-taking attitude hurts the process even when managerial perceptions of social media use are high.

This study uses the survey data collected from 322 SMEs in the US to examine the theoretical model. By adopting the partial least square (PLS-SEM) technique, the direct and moderating effects among the SMC, proactive behavior and risk-taking attitude on NPI are explored under dynamic and stable market conditions.

Empirical findings show that although SMC has a significant positive influence on the rate of NPI in case of SMEs', if the managers are risk-takers themselves, then social media use can distract them, make them overly adventurous trying to introduce too many products and hurt SMEs' innovation efforts with less NPI. We show that SMEs' entrepreneurial orientation (EO) has a differential impact on SMC-NPI relationship, especially in dynamic market conditions.

The findings provide practical evidence that SMEs get benefitted when their managers perceive that the contributions from social media are positive for their firm. Contrary to the prior understanding of high risk and high return, managers' risk-taking attitude hurts SMEs innovation efforts. SMEs being resource-constrained, it is practically vital for them to be taking less risk while developing new products.

This research synthesizes the insights of the new and emerging “Strategy-as-practice view” and “Behavioral theory of the firm” to empirically examine how managerial perceptions on social media use shape firms' key strategic activity, NPI. This research also highlights the dark side of firm characteristics, such as managerial risk-taking attitude for SMEs.

The purpose of this paper is to provide a micro-level, human-activity-centred interpretative framework for the way operations strategy is formed, linked and aligned with corporate-level strategies, and to apply it to gain insights on these processes.

Relying on the theoretical foundations of social practice theory and actor-network theory, as well as on the analysis of the organisational realities of the operations strategy formation process embedded in pluralistic organisational contexts, a conceptual framework for analysing the production and alignment of operations strategy is developed. The framework is then used to guide field research for the analysis of an operations-led strategic initiative in a medium-sized agro-food company.

Operations strategy formation can be interpreted as an ongoing practical, distributed social activity of network (re)formation. Specific initiatives, or events, act as catalysts for the association of operations strategy formation practices with corporate-level ones, facilitating thus the current and future alignment of strategic content. Artefacts play an active role in the linking process.

The research presented in this paper is pioneering as it is the first explicit consideration of operations strategy formation (process) as practical social activity (practices are the focus of analysis, not individuals’ choices), in which non-human agency (informational artefacts, etc.) is explicitly taken into account. For this purpose, a novel analytic framework was developed, which, however, need to be further tested to determine the exact conditions under which it is valid.

The framework improves the understanding of the organisational dynamics of operations strategy formation, its linking with, and institutionalisation in, other organisational processes and strategic discourses. Thus, it can assist in the analysis of operations-led strategic initiatives.

Application of the results obtained can provide better workplaces.

For the first time: operations strategy formation is considered as a social activity by focusing on the strategists and managers’ practices; the role of documents, decision-support tools and other artefacts is surfaced; and the importance of introducing operations strategy formation practices carrying strategy content into corporate and business-level strategy processes and their role in the alignment of the two strategies is emphasised.

The dominant strategy discourse projects strategy as rational and calculable. However, leading academics conclude that strategy is “elusive” and “complex”. The purpose of this paper is to unravel strategy's elusiveness and unpack its complexity through empirical hermeneutic investigation.

Strauss' grounded theory is used to investigate leisure and cultural managers' understanding of strategy‐making. Data were collected through multiple interviews with senior managers of a local authority, and the organisation's strategy documents were examined. The grounded theory's transferability to organisations in, and outside, public leisure and culture was provisionally tested.

It was found that in making strategy, managers engage in purposeful, complex processes, here termed “navigational translation” which have mutually impacting relationships with organisational resources, the environment and managers' character, explaining its complexity and elusiveness. The provisional testing of navigational translation's transferability suggests that it has scope beyond public sector leisure and cultural strategy.

As this research focused on theory generation, a main limitation is its small‐scale testing of navigational translation's transferability. Future research could test transferability with more organisations in leisure, culture and other fields.

This explanation provides a robust understanding of strategy that could improve practice. It empowers managers so that they are no longer subjugated to unrealisable expectations that rationalistic strategy tools will work in a complex world.

Navigational translation offers a richer, practitioner‐oriented understanding of strategy, which utilises leading academic explanations from the various, competing and divergent strategy schools into a pragmatic, multiparadigmatic framework.

This chapter develops a conceptual understanding on open strategy through a systematic literature review. With a sample of 148 publications, the authors examine the key debates in the field of open strategy and identify a number of limitations such as an excessive definitional focus and a lack of distinct empirical analysis of research in the field. The author’s analysis clarifies open strategy by classifying its main characteristics and harnessing the different aspects together in a comprehensive definition. In doing so, the authors examine how the underpinnings of open strategy can be conceptualized in order to provide a research agenda for how future empirical investigations into open strategy could progress our understanding of an evolving practice.

This paper uses the strategy‐as‐practice perspective to explore the relationship between practices and organisational routines of governance in pluralistic contexts. The purpose of this paper is to explore empirically how strategising activities and organisational actions interact. It discusses and illustrates the relationship between strategising and organising through routines of governance, and in particular the use of board papers.

This research is based on a single longitudinal “soft” case study. The researchers collected both primary and secondary data. Primary data collection took place from the end of 2004 until early in 2008. Primary data collection occurred through three main methods: interviews, meeting observations, and “shadowing” of participants; six participants were each shadowed for a working week (five days), and another participant was shadowed for three days. Interviews were held with 20 participants and typically lasted for between one and two hours. The interviews and meetings resulted in over 150 hours of audio recordings. In addition, notes of shadowing covered 420 hours.

The first section of this paper presents the theoretical foundation before describing the research method. A discussion then explores the relationships between one of the specific strategising practices – the creation of board papers – and formal organisational routines of governance. The conclusion suggests that in professional service firms, informal practices that provide feedback are important in ensuring the stability and continuity of formal organisational routines.

The links between micro, meso, and macro levels – that is to say, between actors, organisational actions, and institutional field practices – have already been broadly investigated. However, much of the research remains theoretical rather than empirical in nature. Furthermore, although researchers have been increasingly interested in strategising within organisations featuring multiple goals, diffuse networks of power, and knowledge‐based work processes, a deep understanding of practices in these organisations is still underdeveloped.

The purpose of this study is to examine how managers in financial institutions satisfy themselves of the effectiveness of risk mitigation strategy and management control. It studies the co-opting of accounting tools within a single financial institution case study, examining the recursive and emergent characteristics of risk management practice.

Adopting a field study approach within the strategy-as-practice perspective, the paper provides insights into the role of actor perceptions of risk and accounting as a calculative practice in the adaptive enactment of risk strategy.

Results highlight the interactions between risk management strategy, management controls and actor interests at Lehman Brothers. The actions and reactions of risk management decision-makers such as Executive Committee and Board members are examined to better understand the role of accounting and leadership.

Results of this study may not be generalised beyond this single case study.

The paper emphasises that concern for the social relations and the performative interests of actors in a risk management network needs to be understood and considered in accounting research. It is argued that the market prices of tradable financial asset will continue to be opaque without these insights.

This study explores an under-researched topic in the accounting literature in examining how management controls are affected by and, in turn, affect risk strategising.

A wider participation from outside the top management team can support the strategy creation and execution of firms through improving access to knowledge, increasing innovativeness and creating legitimacy for the strategy. However, creating a climate of trust where ideas are freely expressed and challenged is easier said than done. This paper thus focuses on trust in strategizing, in particular in strategy workshops with wider participation.

The analysis is based on qualitative data from 10 strategy-making processes consisting of a total of 28 strategy workshops. Data were collected through interviews and joint reflections with the leaders, external facilitators and consultants, as well as through action research.

This study identifies three factors that influence trust in strategy workshops with wider participation, namely opening up the conversation, clarity of the participative process and delivering with honest intent. These factors could play crucial roles in creating the trust needed for wider participation in strategy workshops.

This paper provides strategy actors (e.g. leaders, consultants) with actionable knowledge about what strategy workshops with a wider circle of participants require to create trust.

This study relates to the ongoing and increased interest in openness for strategy-as-practice in general and open strategy in particular. Moreover, it contributes to the discussion that the boundaries between strategizing and change tend to become blurry. Therefore, the present paper contributes to the theory and practice of strategy creation, strategy execution and change by investigating wider participation in strategy workshops.

In search of new perspectives on sustainable food production, this paper focuses on three fields of literature, namely corporate responsibility (CR), supply chain management (SCM) and strategy. The purpose of this paper is to identify the recent theoretical developments and then integrate them in a framework for studying and managing corporations.

Conceiving socio‐cultural and economic systems within the ecosystem, this paper call for research in the food sector that takes the planetary boundaries into consideration and places the essential needs of the world's poor onto the research agenda of CR, SCM and strategy.

First, a new perspective on CR could be “holistic and beyond responsive”, as it emphasizes the focal actor's role. Second, SCM could be strengthened at its interface with sustainability by the “bottom of the pyramid” view, as it looks for new ways to make business models and operations beneficial for poor communities. And third, in examining the strategies for these two, the strategy‐as‐practice perspective might prove useful, as it is not only limited to organizational practice but also includes the concepts of organizational praxis and practitioners.

This paper argues that these new perspectives are promising avenues for managing and studying business in the food sector, and thus have implications for both academia and industry.

The framework provided in the paper combines three important areas of business research for sustainable development, namely CR, SCM and strategy.

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.

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.

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.

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.