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1 – 10 of over 109000As the role of senior school leaders has become more complex, the leadership of improvement, innovation and change has been distributed to middle leaders. However, middle leaders…
Abstract
As the role of senior school leaders has become more complex, the leadership of improvement, innovation and change has been distributed to middle leaders. However, middle leaders are often not prepared for the shift to strategic thinking and leading. This chapter provides an overview of what it means to think and lead strategically when leading from the middle. Then, the theory is translated into practical templates and tools that can be employed by a middle leader. The context of this chapter is leading a faculty in a secondary school; however, the ideas and examples provided are easily translated to any middle leading context.
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The dynamic capabilities theory indicates that uncertain environments necessitate firms’ dynamic capability. This study aims to examine how dynamic capability can be shaped based…
Abstract
Purpose
The dynamic capabilities theory indicates that uncertain environments necessitate firms’ dynamic capability. This study aims to examine how dynamic capability can be shaped based on cooperative goal interdependence with supply chain partners by focusing on the mediating role of strategic flexibility and the moderating role of human resource flexibility.
Design/methodology/approach
Questionnaire surveys were administered to firm presidents, chief executive officers, chief human resources officers (CHOs) and other senior managers at 300 firms located in China. The data collection process was carried out in one wave with multiple sources. Of the firms contacted, the sample in this study consisted of 233 matched “CHO-other top manager” dyads. Structural equation modeling and the bias-corrected bootstrap method were used to test the proposed causal relationships, moderation model, mediation model and moderated mediation model.
Findings
Cooperative goal interdependence with both upstream companies and downstream companies was positively related to dynamic capability and strategic flexibility mediated these main effects. Moreover, human resource flexibility moderated the positive direct relationship between strategic flexibility and dynamic capability and the indirect relationships among cooperative goals, strategic flexibility and dynamic capability such that these relationships in companies with high human resource flexibility were stronger than these relationships in companies with low human resource flexibility.
Originality/value
The findings contribute to the literature on dynamic capability by providing empirical evidence regarding the relationships among cooperative goals, strategic flexibility, human resource flexibility and dynamic capability, which enriches the theory of cooperation and competition and suggests a new path to promote dynamic capability.
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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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Andreas H. Glas, Markus Schaupp and Michael Essig
In the EU and especially in Germany, public procurement is bound to a tight legislation that also sets and enforces strategic goals such as innovation or sustainability. The…
Abstract
In the EU and especially in Germany, public procurement is bound to a tight legislation that also sets and enforces strategic goals such as innovation or sustainability. The purpose of this paper is to analyze whether different archetypes of public procurement organizations (centralized or decentralized; state-level or local-level) perceive and implement strategic goals differently. A survey with data from 104 entities is used for this purpose. The findings reveal that the implementation of strategy is different in centralized or state-level organizations compared with decentralized or local organizations. Centralized organizations give goals such as innovation, transparency, and sustainability a high priority, while local ones highlight regional development and SME support
Ron Sanchez, Jeremy Galbreath and Gavin Nicholson
In this paper we develop a model for researching the influence that a board of directors can have on improving an organization’s sustainability performance. Our model explores…
Abstract
In this paper we develop a model for researching the influence that a board of directors can have on improving an organization’s sustainability performance. Our model explores sources of cognitive flexibility of boards needed to recognize and respond to the need for improved sustainability performance. We first define concepts of sustainability, sustainability competence, and sustainability performance. We then analyze two forms of board capital (a board’s human capital and its social capital) and three aspects of a board’s information processing (its patterns of information search, discussion and debate, and information absorption) that we suggest affect a board’s cognitive flexibility and thereby influence whether a board decides to adopt sustainability performance goals. Our model also suggests that an organization’s strategic flexibility – as represented by its current endowments of resource flexibilities and coordination flexibilities – will moderate the relationship between a board’s decision to adopt sustainability performance goals and an organization’s subsequent achievement of those goals. We also suggest that our model is generally relevant to any research seeking to predict the influence of boards on strategic change in many forms, not just to research focused on sustainability issues.
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To report how an SME developed strategic and operational balanced scorecards (BSCs) as well as benchmarks for use in e‐commerce.
Abstract
Purpose
To report how an SME developed strategic and operational balanced scorecards (BSCs) as well as benchmarks for use in e‐commerce.
Design/methodology/approach
The report begins with the initial management meeting, in which participants set goals for the firm, specified causal linkages among those goals, and identified appropriate strategies for attaining them. It then explains the perspectives chosen to structure the BSCs. Next, it summarizes results from analyzing proposed operational goals, concrete action plans, and key performance indicators to ensure inclusion of all potentials for growth. The report gives concrete examples of how management bundled proposed goals and actions into projects, budgeted them, and committed responsible actors. In addition, it describes how the firm used BSC development to institute a continuous learning process, while providing feedback to various stakeholders both within the firm and across its parent holding company.
Findings
For many small‐ and medium‐sized enterprises, the development, introduction, and use of BSCs and benchmarks certainly seem feasible. Although relatively few have done so thus far, the managers of these firms likely would find it worthwhile to analyze their businesses on the basis of BSC‐perspectives.
Originality/value
This report covers step by step the successful implementation of BSC and benchmarking methodologies in an e‐commerce firm, while overcoming many of the handicaps associated with doing so in SMEs.
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Sorour Farokhi, Emad Roghanian and Yaser Samimi
The purpose of this paper is to identify the accurate cause and effect relationships among strategic objectives and also to demonstrate how decision makers can be guided in the…
Abstract
Purpose
The purpose of this paper is to identify the accurate cause and effect relationships among strategic objectives and also to demonstrate how decision makers can be guided in the process of defining quantitative strategic target values in the framework of balanced scorecard (BSC) and performance measurement system.
Design/methodology/approach
Based on the proposed method in this research, after determining strategic objectives and developing an initial strategy map according to decision makers’ opinions, simultaneous equations system (SES) was used to determine the significance of the relationships among strategic objectives in higher perspectives of the BSC and corresponding strategic objectives in lower perspectives. Afterward, desirable values for performance measures were determined based on the equations and relationships obtained through SES and were optimized by goal programming method.
Findings
By applying the proposed method, a clearer picture of the associations among strategic objectives is obtained and the influence of strategic objectives on one another is determined. Afterward, optimal values for strategic objectives are determined to achieve the organization’s goals.
Research limitations/implications
This paper proposes a framework for constructing a strategy map and setting quantitative targets in the framework of BSC. Indeed, this paper presents a case study to demonstrate the applicability and effectiveness of the proposed approach. However, SES technique requires a greater amount of data to generate more accurate results. Although the advent of the Information Age has forced organizations’ decision makers to provide sufficient information and data for business analysis, the data requirements are met.
Practical implications
The presented quantitative approach is a supporting approach for improving decision makers’ opinions and enabling them to reach a more accurate picture of the relationships, valuing strategic objectives and achieving strategic goals. This research also presents a case study to demonstrate the applicability of the proposed approach. The application and implication of the proposed method in banking services show that the contributions of the paper are not only theoretical, but also practical.
Originality/value
The proposed method provides a novel approach for determining the most appropriate targets and applies a comprehensive and scientific model together with decision makers’ opinions and experiences and has two main contributions: first, the associations among strategic objectives are investigated and obtained in an effective way by conducting the SES for the first time in the framework of BSC. Second, quantitative targets have been determined to help in achieving the long-term goals. This task has been accomplished through a combination of SES, the three-stage least squares regression analysis and optimization by using weighted goal programming method.
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Jerayr Haleblian and Nandini Rajagopalan
In our framework, we examine the influence of both reactive and proactive cognitive variables on strategic change. Reactive sources that impact strategic change are perceptions…
Abstract
In our framework, we examine the influence of both reactive and proactive cognitive variables on strategic change. Reactive sources that impact strategic change are perceptions and attributions – cognitions that determine the “what” and the “why” of performance. Perceptions are first-order cognitions that assess what is the performance feedback: positive or negative? After performance feedback is perceived, attributions are second-order cognitions that attempt to establish why the performance is positive or negative.
Linda Höglund, Maria Mårtensson and Kerstin Thomson
The purpose of this paper is to enhance understanding of the conceptualisation and operationalisation of public value in practice by applying Moore's (1995) strategic triangle as…
Abstract
Purpose
The purpose of this paper is to enhance understanding of the conceptualisation and operationalisation of public value in practice by applying Moore's (1995) strategic triangle as an analytical framework to study strategic management and management control practices in relation to public value.
Design/methodology/approach
The paper uses an interpretative longitudinal case study approach including qualitative methods of document studies and interviews between 2017 and 2019.
Findings
In the strategic triangle, the three nodes of authorising environment, public value creation and operational capacity are interdependent, and alignment is a necessity for a strategy to be successful. But this alignment is vulnerable. The findings suggest three propositions: (1) strategic alignment is vulnerable to management control practices having a strong focus on performance measurements, (2) strategic alignment is vulnerable to standardised management control practices and (3) strategic alignment is vulnerable to politically driven management control practices.
Originality/value
With the strategic triangle as a base, this paper tries to understand what kind of management control practices enable and/or constrain public value, as there has been a call for this kind of research. In this way it adds to earlier research on public value, to the growing interest in the strategic triangle as an analytical framework in analysing empirical material and to the request for more empirical studies on the subject. The strategic triangle also embraces political factors, government agendas and political leadership for which there has also been a call for more research.
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Elliott Jaques, Charlotte Bygrave and Nancy Lee
The time horizons for setting out strategic plans have never been established in principle, and hence vary widely over one, two, three, five, ten, fifteen, twenty years and more…
Abstract
The time horizons for setting out strategic plans have never been established in principle, and hence vary widely over one, two, three, five, ten, fifteen, twenty years and more. This paper presents a total system of planning horizons at one, three, seven, twelve and twenty‐five years. Each time horizon is linked to a specific organizational layer. The larger the organization, the longer is the top‐level planning horizon. The larger time horizons encompass the shorter, so that, for example, the CEO of a large corporation can set the corporate strategic plan in terms of a 25‐year plan, with corporate strategic milestones at twelve years, seven years, three years and one year. Every subordinate function can be planned in the same way.