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1 – 10 of over 2000This paper presents an analytical framework for modeling and measuring strategic alignment. The resource-product-market (RPM) model is introduced as a means of representing the…
Abstract
Purpose
This paper presents an analytical framework for modeling and measuring strategic alignment. The resource-product-market (RPM) model is introduced as a means of representing the alignment of the firm's internal resources with its product lines and external markets. A strategic alignment index is defined to measure the degree of alignment represented by a model.
Design/methodology/approach
The RPM model is derived as an extension of prior research on diversification indexes. The strategic alignment index is mathematically defined and the properties of the model are characterized using graph theory. The approach is illustrated for two example firms.
Findings
The RPM model is flexible and can be used with different types and measures of resources, products and markets. The model represents strategy in a structural manner addressing a vertical type of alignment. The index ranges continuously from 0 to 1.0, providing a useful scale for measurement and comparison.
Practical implications
Practitioners may use RPM modeling to assess the current alignment of their respective firms and to identify strategic alternatives which increase alignment through a taxonomy of 13 strategic moves. The results of applying the model to ten firms are summarized.
Originality/value
The paper contributes to the literature by providing a new method for modeling firm strategy which integrates resource and industry views, thereby enabling a measurement of their alignment. The paper is also novel in the application of graph theory to management.
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Debora Gottardello and Solmaz Filiz Karabag
Using the lens of crisis innovation and strategic alignment, this study explores how a segment of the restaurant sector that may be less agile than others—Michelin-starred…
Abstract
Purpose
Using the lens of crisis innovation and strategic alignment, this study explores how a segment of the restaurant sector that may be less agile than others—Michelin-starred restaurants—perceives and aligns with the challenges brought about by the COVID-19-pandemic.
Design/methodology/approach
The study collected data from 19 Michelin-starred restaurants in Spain using a qualitative interview method. The data were analyzed qualitatively and organized thematically.
Findings
Four key categories of strategic challenges were identified: human resources, uncertainty, control and economic challenges. In response, chefs displayed both behavioral and organizational strategies. Those organizational strategies were new human resource management, reorganization, product and service innovation and marketing. While the new human resource management actions adopted to align with the human resource challenges identified, a misalignment remains between some of the other strategic actions, such as product and service innovation, marketing and economic and uncertainty challenges.
Originality/value
The findings offer new insight into Michelin-starred restaurant chefs' challenges and (mis)alignment strategies, an area that has been understudied in the current literature on innovative responses in the hospitality sector post-pandemic.
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Yao Chen, Liangqing Zhang, Meng Chen and Hefu Liu
Drawing on the knowledge-based view, this study investigates how IT–business alignment influences business model design via organizational learning and examines the moderating…
Abstract
Purpose
Drawing on the knowledge-based view, this study investigates how IT–business alignment influences business model design via organizational learning and examines the moderating role of data-driven culture in the relationship between IT–business alignment and business model design via organizational learning.
Design/methodology/approach
Using multi-respondent survey data collected from 597 Chinese firms, mediation and moderated mediation analyses were used to examine this study's hypotheses.
Findings
The mediation test results revealed organizational learning served as a mediator between IT–business alignment and two types of business model design (i.e. novelty- and efficiency-centered). In addition, data-driven culture strengthened the indirect effects of IT–business alignment on these two types of business model design via organizational learning.
Originality/value
This study extends current understandings of the relationship between IT–business alignment and business model design by revealing the mediating role of organizational learning and investigating its indirect effects under various degrees of data-driven culture. As such, it contributes to the literature on the business model and IT–business alignment and provides insights for managers seeking to achieve the expected business model design.
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Ramesh Dangol, Rangamohan V. Eunni, Patrick J. Bateman and Alina Marculetiu
This study aims to investigate the conflicting views in supply chain and strategic management literature regarding cooperative supply chain relationships (CSCR) and firm…
Abstract
Purpose
This study aims to investigate the conflicting views in supply chain and strategic management literature regarding cooperative supply chain relationships (CSCR) and firm performance. Supply chain literature suggests a universally positive impact of CSCR on performance, irrespective of a firm’s strategy. In contrast, strategic management literature contends that the effectiveness of CSCR depends on their alignment with the firm’s competitive strategy. The research aims to clarify this disparity, offering insights into the strategic use of CSCR for enhancing firm performance.
Design/methodology/approach
This paper theorizes the integration of perspectives for the impact of CSCR on firm performance by examining the relationships considering the alignment of cost leadership and product differentiation strategies with supplier and customer relationships. Plant-level survey data is analyzed using regression techniques to test four hypotheses.
Findings
All four main relationships (cost leadership, product differentiation, supplier relationship and customer relationship) on firm performance are statistically significant. However, cost leadership firms are better aligned to their chosen strategy when they have strong relationships with suppliers, whereas similar relationships with customers create misalignment, negatively influencing firm performance. In contrast, product differentiators benefit by investing in relationships with customers rather than with suppliers.
Practical implications
A firm’s performance does not solely depend on its CSCR efforts but on aligning them with the firm’s overall strategy. Therefore, managers need to be cognizant of the firm’s competitive strategy when investing in CSCR. Failing to do so could negatively impact firm performance and, eventually, its ability to compete in the marketplace.
Originality/value
Scholars have advocated for the importance of examining competing perspectives of phenomena, both within and across various bodies of literature, as cross-disciplinary analysis often brings enhanced focus and depth, leading to improved understanding. This research is one of the initial efforts to empirically analyze the varying perspectives on CSCR in supply chain and strategic management literature. This cross-disciplinary approach can yield a more integrated perspective.
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Jari Huikku, Elaine Harris, Moataz Elmassri and Deryl Northcott
This study aims to explore how managers exercise agency in strategic investment decisions (SIDs) by drawing on their knowledgeability of the strategic context. Specifically, the…
Abstract
Purpose
This study aims to explore how managers exercise agency in strategic investment decisions (SIDs) by drawing on their knowledgeability of the strategic context. Specifically, the authors address the role of position–practice relations and irresistible causal forces in this conduct.
Design/methodology/approach
The authors examine SID-making (SIDM) practices in four case organisations operating in highly competitive markets, conducting interviews with managers at various levels and analysing company documents. Drawing on strong structuration theory, the authors show how managerial decision makers draw upon their knowledge of organisational context when exercising agency in SIDs.
Findings
The authors provide insights into how SIDM behaviour, specifically agents’ conduct, is shaped by a combination of position–practice relations and the agents’ comprehension of their organisation’s context.
Research limitations/implications
The authors extend the SIDM literature by surfacing the issue of how actors’ conjuncturally-specific knowledge of external structures shapes the general dispositions they draw on in exercising agency in practice.
Originality/value
The authors extend the SIDM literature by surfacing the issue of how actors’ conjuncturally-specific knowledge of external structures shapes the general dispositions they draw on in exercising agency in practice. Particularly, the authors contribute to this literature by identifying irresistible causal forces and illuminating why actors might not resist in SIDM processes, despite having the potential to do so.
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Loay Salhieh, Ala'a Mehiar, Ismail Abushaikha, Hendrik Reefke and Loay Bani-Ismail
The aim of this study is to investigate and examine the impact of strategic purchasing practices (SPP) on strategic-fit (SF) by analyzing the influence of SPP on purchasing…
Abstract
Purpose
The aim of this study is to investigate and examine the impact of strategic purchasing practices (SPP) on strategic-fit (SF) by analyzing the influence of SPP on purchasing involvement in business strategy formulation with path-goal theory leadership styles as moderators.
Design/methodology/approach
Using survey data from 320 respondents representing 64 manufacturing firms in the Middle East, the authors measure SPP, purchasing involvement, leadership styles and SF of the purchasing function with business strategy.
Findings
Building on the path-goal approach to leadership, results suggest that participative, supportive and achievement-oriented leadership (AOL) styles are pure moderators, while directive leadership style (DLS) is a quasi-moderator in boosting the relationship between SPP and strategic purchasing involvement (SPI).
Research limitations/implications
Limitations of the sampling methodology and sample size restricts the scope for generalizing the hypotheses. Further, data were collected only from manufacturing companies. The paper provides managerial implications on purchasing involvement in business strategy formulation and the different roles of leadership styles.
Originality/value
This is the first scholarly work to examine the different leadership styles as a moderator that affects the strategic involvement and status of strategic purchasing.
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Anup Kumar, Santosh Kumar Shrivastav and Subhajit Bhattacharyya
This study proposes a methodology based on data source triangulation to measure the “strategic fit” for the automotive supply chain.
Abstract
Purpose
This study proposes a methodology based on data source triangulation to measure the “strategic fit” for the automotive supply chain.
Design/methodology/approach
At first, the authors measured the responsiveness of the Indian automobile supply chain, encompassing the top ten major automobile manufacturers, using both sentiment and conjoint analysis. Second, the authors used data envelopment analysis to identify the frontiers of their supply chain. The authors also measured the supply chain's efficiency, using the balance sheet. Further, the authors analyzed the “strategic fit” zone and discussed the results.
Findings
The results indicate that both the proposed methods yield similar outcomes in terms of strategic fitment.
Practical implications
The study outcomes facilitate measuring the strategic fit, thereby leveraging the resources available to align. The methodology proposed is both easy to use and practice. The methodology eases time and costs by eliminating hiring agencies to appraise the strategic fit. This valuable method to measure strategic fit can be considered feedback for strategic actions. This methodology could also be incorporated possibly as an operative measurement and control tool.
Originality/value
Data triangulation meaningfully enhances the accuracy and reliability of the analyses of strategic fit. Data triangulation leads to actionable insights relevant to top managers and strategic positioning of top managers within a supply chain.
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Alfonso Echanove-Franco, Leire San-Jose and José Luis Retolaza
This study aims to structure a model for integrating social value into strategic management based on identifying the critical success factors (CSF) for such integration in the…
Abstract
Purpose
This study aims to structure a model for integrating social value into strategic management based on identifying the critical success factors (CSF) for such integration in the investigated companies.
Design/methodology/approach
This research was based on the actor–network theory. Through a rigorous approach to the case study methodology in a two-stage process lasting 21 months, we carried out this study.
Findings
Companies that use the polyhedral social accounting model in their strategic management processes do so without a reference model. We identified CSF for integrating social value, which was incorporated into a protocol model based on stakeholder theory and the use of social accounting.
Practical implications
Practitioners can use the proposed model to maintain the alignment of strategic performance and purpose. Using social accounting based on indicators and financial proxies allows managers to incorporate social value into strategic management in terms of financial value.
Social implications
The institutional demand for social information is based on the growing sensitivity of companies. Aligning social values with business strategies contributes to social sustainability.
Originality/value
This study focuses on an unresearched emerging phenomenon. Since the first approach to stakeholder theory, the development of a stakeholder-oriented strategy has faced the lack of a stakeholder accounting system. The polyhedral model of social accounting could help overcome this problem as it provides information that allows a novel and innovative method to make a stakeholder-oriented strategy effective.
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Ying Ye, Kwok Hung Lau and Leon Teo
This study aims to explore how green supply chain management (GSCM) strategies can be effectively implemented for business supply chain operations, relationship management and…
Abstract
Purpose
This study aims to explore how green supply chain management (GSCM) strategies can be effectively implemented for business supply chain operations, relationship management and product design to gain green competitive advantages.
Design/methodology/approach
An exploratory in-depth case study was conducted with one of the largest Chinese electronics manufacturers that is considered a leading GSCM adopter in the industry, to understand how the company adopts green supply chain practices across its multiple product lines.
Findings
The findings show that businesses can build different green focuses across GSCM elements of green operation, green relationship management and green product design to form diverse hybrid strategic solutions. They include green control, lean, leagile, agile and clean innovation while taking consideration of supply chain type and product lifespan. A taxonomy of four key GSCM strategic combinations is proposed based on the findings. The strategies align with green demand and supply chain characteristics balancing a series of business competitive objectives in terms of reducing pollution and waste, improving green cost efficiency, enhancing green demand innovation and building green service effectiveness.
Research limitations/implications
This study lends insight into the strategic alignment relationships between product supply chain types and approaches to GSCM.
Practical implications
The findings of this study can support industry practitioners in formulating aligned GSCM strategies based on product types to achieve optimal results.
Social implications
Optimised green supply chain design, operations and relationship management incorporating product attributes can help further minimise negative impacts of business activities on the environment.
Originality/value
This research provides a systematic understanding of how product supply chain types can influence GSCM strategy formulation. It gives a holistic picture of how hybrid choices of strategies with green supply chain operations, relationship management and product design can be formulated based on product and supply chain characteristics.
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Dhananjay Jadhav, Johra Kayeser Fatima and Ali Quazi
While scholarly attention has mainly focused on team-level or relational constructs for the success of team performance, understanding the inter-play between these two streams of…
Abstract
Purpose
While scholarly attention has mainly focused on team-level or relational constructs for the success of team performance, understanding the inter-play between these two streams of research remains limited in digital transformation projects. Borrowing from social exchange theory, this study aims to explore the antecedents of team alignment leading to team performance with mediation effects of trust, commitment and customer–service provider relationship. The moderating role of relationship length was also examined.
Design/methodology/approach
Data was collected using a survey of 180 employees working on digital projects in B2B context, mostly in the Indo-Pacific region, specifically Singapore, Indonesia, Malaysia and India. Partial least squares method with multi-group analyses and bootstrapping method were used to analyze the data.
Findings
Findings show that customer control and team capability are the strongest antecedents of team alignment, and inter-play between the customer–provider relationship with team-level constructs is also significant. Relationship length has higher level of moderation impact on trust–team performance link compared to commitment–team performance relationship.
Research limitations/implications
The study considers moderation impact of relationship length on trust, commitment and team performance but not other constructs. Also, gender ratio is skewed in the data set.
Practical implications
Digital transformation practitioners need to be aware of relational constructs (not only team-level constructs) when designing successful long-term digitalization strategies for organizations.
Originality/value
This study is one of the first to document the inter-play between team alignment and relational constructs (such as trust, commitment, and customer–service provider relationship), with moderation impact of relationship length leading to team performance in digital transformation projects.
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