Journal of Strategy and ManagementTable of Contents for Journal of Strategy and Management. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/1755-425X/vol/17/iss/1?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestJournal of Strategy and ManagementEmerald Publishing LimitedJournal of Strategy and ManagementJournal of Strategy and Managementhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/73387f3d87f6193ff548ea5c9ce27580/urn:emeraldgroup.com:asset:id:binary:jsma.cover.jpghttps://www.emerald.com/insight/publication/issn/1755-425X/vol/17/iss/1?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestStrategic thinking: theoretical development and assessmenthttps://www.emerald.com/insight/content/doi/10.1108/JSMA-10-2021-0212/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of the article was to identify the core dimensions of strategic thinking and create a measure that provides a comprehensive operationalization of the construct. The construct validity of the measure was assessed in two studies using four samples with a total of 985 participants. The measure was created using a multi-step process that included item development and content validation, exploratory and confirmatory factor analysis, convergent and discriminant validity, criterion validity and test-retest validity. The exploratory factor analysis (EFA) supported the existence of the three dimensions of strategic thinking (visionary, synthetic and creative thinking) as conceptually proposed. The measure was reduced to nine items. The confirmatory factor analysis (CFA) confirmed the three dimensions and revealed acceptable factor loadings and model fit. Convergent, discriminant and criterion validity were established, and the measure demonstrated acceptable test-retest reliability. An individual's ability to think strategically is vital for making strategic decisions and relevant to upper echelon theory and strategic management. The definition and core dimensions of strategic thinking are unclear in the literature, creating confusion. This study added to the literature by defining the core dimensions of strategic thinking and developing the strategic thinking assessment (STA) to measure the construct.Strategic thinking: theoretical development and assessment
Michael T. Geier
Journal of Strategy and Management, Vol. 17, No. 1, pp.1-21

The purpose of the article was to identify the core dimensions of strategic thinking and create a measure that provides a comprehensive operationalization of the construct.

The construct validity of the measure was assessed in two studies using four samples with a total of 985 participants. The measure was created using a multi-step process that included item development and content validation, exploratory and confirmatory factor analysis, convergent and discriminant validity, criterion validity and test-retest validity.

The exploratory factor analysis (EFA) supported the existence of the three dimensions of strategic thinking (visionary, synthetic and creative thinking) as conceptually proposed. The measure was reduced to nine items. The confirmatory factor analysis (CFA) confirmed the three dimensions and revealed acceptable factor loadings and model fit. Convergent, discriminant and criterion validity were established, and the measure demonstrated acceptable test-retest reliability.

An individual's ability to think strategically is vital for making strategic decisions and relevant to upper echelon theory and strategic management. The definition and core dimensions of strategic thinking are unclear in the literature, creating confusion. This study added to the literature by defining the core dimensions of strategic thinking and developing the strategic thinking assessment (STA) to measure the construct.

]]>
Strategic thinking: theoretical development and assessment10.1108/JSMA-10-2021-0212Journal of Strategy and Management2023-07-26© 2023 Emerald Publishing LimitedMichael T. GeierJournal of Strategy and Management1712023-07-2610.1108/JSMA-10-2021-0212https://www.emerald.com/insight/content/doi/10.1108/JSMA-10-2021-0212/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Mingling business and politics in China – Does it build value? The relationship between political connection and firm performancehttps://www.emerald.com/insight/content/doi/10.1108/JSMA-03-2023-0041/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to examine how business executives' political connections are associated with government subsidies and strategic change, and how they, in turn, influence firm performance, measured by return on assets (ROA) and market share. Hypotheses were tested using the large firm-level dataset provided by the National Bureau of Statistics (NBS) of China for the period 2003–2013. This is one of the most comprehensive datasets of Chinese manufacturing companies and includes 321,722 firms on average per year, which spans over 37 industries. The authors found that political connections, measured by senior executives' membership in the National People's Congress of China (NPC), were positively associated with government subsidies but were not associated with strategic change. Also, government subsidies, as the underlying mechanism, mediated the relationships between NPC membership and firm performance but strategic change did not. By examining the possible mediators between corporate political strategies and firm performance, the authors confirmed the thought that the impact of political connections on firm performance is a complex phenomenon and goes beyond a simple direct effect. However, future research could explore other mediators in this relationship. While the direct relationship between political connections and firm performance has been examined in management literature, the results are mixed. For the first time, the authors addressed the gap and opened the “black box” – the underlying mechanisms of this relationship. This study's findings contribute to the literature on corporate political activity, strategic change, and their influences on firm performance.Mingling business and politics in China – Does it build value? The relationship between political connection and firm performance
Xiaoyu Yang, Longzhu Dong, Abraham Nahm
Journal of Strategy and Management, Vol. 17, No. 1, pp.22-40

This study aims to examine how business executives' political connections are associated with government subsidies and strategic change, and how they, in turn, influence firm performance, measured by return on assets (ROA) and market share.

Hypotheses were tested using the large firm-level dataset provided by the National Bureau of Statistics (NBS) of China for the period 2003–2013. This is one of the most comprehensive datasets of Chinese manufacturing companies and includes 321,722 firms on average per year, which spans over 37 industries.

The authors found that political connections, measured by senior executives' membership in the National People's Congress of China (NPC), were positively associated with government subsidies but were not associated with strategic change. Also, government subsidies, as the underlying mechanism, mediated the relationships between NPC membership and firm performance but strategic change did not.

By examining the possible mediators between corporate political strategies and firm performance, the authors confirmed the thought that the impact of political connections on firm performance is a complex phenomenon and goes beyond a simple direct effect. However, future research could explore other mediators in this relationship.

While the direct relationship between political connections and firm performance has been examined in management literature, the results are mixed. For the first time, the authors addressed the gap and opened the “black box” – the underlying mechanisms of this relationship. This study's findings contribute to the literature on corporate political activity, strategic change, and their influences on firm performance.

]]>
Mingling business and politics in China – Does it build value? The relationship between political connection and firm performance10.1108/JSMA-03-2023-0041Journal of Strategy and Management2023-07-24© 2023 Emerald Publishing LimitedXiaoyu YangLongzhu DongAbraham NahmJournal of Strategy and Management1712023-07-2410.1108/JSMA-03-2023-0041https://www.emerald.com/insight/content/doi/10.1108/JSMA-03-2023-0041/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
CEO greed and corporate tax avoidancehttps://www.emerald.com/insight/content/doi/10.1108/JSMA-01-2023-0002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestResearch on the organizational ramifications of chief executive officer (CEO) greed remains scarce. This study intends to fill this gap by examining the impact of CEO greed on an important yet risky corporate strategy, corporate tax avoidance (CTA). Drawing on upper echelons theory, the authors argue that greedier CEOs tend to engage in more CTA. The relationship is weaker when CEOs experienced economic recessions in their early career and stronger when CEOs are endowed with equity ownership of their respective firms. The authors test the hypotheses with data from US public firms from 1997 to 2008 and employ the ordinary least square regression analysis to analyze the hypothesized relationships. The authors also test the robustness of the results by performing the two-stage least square regression and propensity score matching analyses. The findings lend broad support to all the hypotheses. The authors find that greedier CEOs tend to engage in more CTA by paying lower corporate taxes. The impact of greed on CTA is attenuated when CEOs are recession CEOs and is exacerbated when CEOs own large numbers of firm shares. This paper contributes to the upper echelons research by investigating a novel executive personal characteristic, greed, and its negative impact on an important organizational outcome. This paper also contributes to the growing tax research that recognizes the important role executives play in shaping corporate tax strategies.CEO greed and corporate tax avoidance
Le Xu
Journal of Strategy and Management, Vol. 17, No. 1, pp.41-58

Research on the organizational ramifications of chief executive officer (CEO) greed remains scarce. This study intends to fill this gap by examining the impact of CEO greed on an important yet risky corporate strategy, corporate tax avoidance (CTA). Drawing on upper echelons theory, the authors argue that greedier CEOs tend to engage in more CTA. The relationship is weaker when CEOs experienced economic recessions in their early career and stronger when CEOs are endowed with equity ownership of their respective firms.

The authors test the hypotheses with data from US public firms from 1997 to 2008 and employ the ordinary least square regression analysis to analyze the hypothesized relationships. The authors also test the robustness of the results by performing the two-stage least square regression and propensity score matching analyses.

The findings lend broad support to all the hypotheses. The authors find that greedier CEOs tend to engage in more CTA by paying lower corporate taxes. The impact of greed on CTA is attenuated when CEOs are recession CEOs and is exacerbated when CEOs own large numbers of firm shares.

This paper contributes to the upper echelons research by investigating a novel executive personal characteristic, greed, and its negative impact on an important organizational outcome. This paper also contributes to the growing tax research that recognizes the important role executives play in shaping corporate tax strategies.

]]>
CEO greed and corporate tax avoidance10.1108/JSMA-01-2023-0002Journal of Strategy and Management2023-07-28© 2023 Emerald Publishing LimitedLe XuJournal of Strategy and Management1712023-07-2810.1108/JSMA-01-2023-0002https://www.emerald.com/insight/content/doi/10.1108/JSMA-01-2023-0002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Strategy implementation: the role of middle manager leadership and coordinationhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-01-2023-0007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestStrategy implementation is a critical component of firm performance and middle managers play a key role in the implementation process. This study was conducted to enhance the authors’ understanding of how middle managers influence strategy implementation (SI) effectiveness by investigating the impact of leadership and work team coordination. A field study was conducted using interviews and survey data gathered from executive managers, middle managers and work team members within a large municipal organization undergoing a major strategic change. Middle manager transformational and instrumental leadership have a direct positive impact on work team SI effectiveness. Additionally, middle manager transformational leadership has an indirect positive effect on work team SI effectiveness through coordination. The study offers insights into managers and practitioners seeking to improve SI effectiveness by highlighting the importance of middle manager leadership development and the coordination of interdependent tasks within work teams. The study provides valuable insight into an important but previously unstudied relationship between middle manager leadership and SI effectiveness. The work also helps bridge the chasm between leadership research and strategy research by linking leadership behavior to SI effectiveness – a key ingredient of firm performance.Strategy implementation: the role of middle manager leadership and coordination
Alex Tawse, Leanne Atwater, Dusya Vera, Steve Werner
Journal of Strategy and Management, Vol. 17, No. 1, pp.59-77

Strategy implementation is a critical component of firm performance and middle managers play a key role in the implementation process. This study was conducted to enhance the authors’ understanding of how middle managers influence strategy implementation (SI) effectiveness by investigating the impact of leadership and work team coordination.

A field study was conducted using interviews and survey data gathered from executive managers, middle managers and work team members within a large municipal organization undergoing a major strategic change.

Middle manager transformational and instrumental leadership have a direct positive impact on work team SI effectiveness. Additionally, middle manager transformational leadership has an indirect positive effect on work team SI effectiveness through coordination.

The study offers insights into managers and practitioners seeking to improve SI effectiveness by highlighting the importance of middle manager leadership development and the coordination of interdependent tasks within work teams.

The study provides valuable insight into an important but previously unstudied relationship between middle manager leadership and SI effectiveness. The work also helps bridge the chasm between leadership research and strategy research by linking leadership behavior to SI effectiveness – a key ingredient of firm performance.

]]>
Strategy implementation: the role of middle manager leadership and coordination10.1108/JSMA-01-2023-0007Journal of Strategy and Management2023-09-27© 2023 Emerald Publishing LimitedAlex TawseLeanne AtwaterDusya VeraSteve WernerJournal of Strategy and Management1712023-09-2710.1108/JSMA-01-2023-0007https://www.emerald.com/insight/content/doi/10.1108/JSMA-01-2023-0007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Managers' emotion-regulation capabilities and family firm innovativeness: a dynamic managerial capability viewhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-02-2023-0021/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWhile previous studies have proved the significance of family firm innovativeness (FFI), the question of how the emotion-regulation capabilities of family business managers affect FFI still remains open. This paper aims to examine the impact of the emotion-regulation capabilities of family business managers on FFI moderated by the family involvement in business management. The present study is based on a quantitative research design. Data were collected with the help of a telephone survey. Overall, 192 family firms were surveyed, and the results were analysed using structural equation modelling (SEM). The findings indicate that managers' emotion-regulation capabilities (independent variable) positively impact FFI (dependent variable). The research results also indicate that having more family members involved in the business (moderating variable) can lead to better innovation outcomes, assuming these family managers have sufficient emotion-regulating capabilities. The research context could be broadened by differentiating between the industries in which family firms operate. This could aid a better understanding of the challenges, opportunities and market trends in different sectors. Future research might also include more diverse countries with deep family business traditions, strengthening the robustness of the findings across more varied contexts. Using a multi-level perspective, this study contributes to the dynamic managerial capabilities and family business literature by showing that, in an environment where familial relationships can affect working relationships, the ability of managers to control their emotions and others' emotions can be a critical managerial resource that impacts FFI.Managers' emotion-regulation capabilities and family firm innovativeness: a dynamic managerial capability view
Neringa Gerulaitiene, Asta Pundziene, Audrius Kabasinskas
Journal of Strategy and Management, Vol. 17, No. 1, pp.78-100

While previous studies have proved the significance of family firm innovativeness (FFI), the question of how the emotion-regulation capabilities of family business managers affect FFI still remains open. This paper aims to examine the impact of the emotion-regulation capabilities of family business managers on FFI moderated by the family involvement in business management.

The present study is based on a quantitative research design. Data were collected with the help of a telephone survey. Overall, 192 family firms were surveyed, and the results were analysed using structural equation modelling (SEM).

The findings indicate that managers' emotion-regulation capabilities (independent variable) positively impact FFI (dependent variable). The research results also indicate that having more family members involved in the business (moderating variable) can lead to better innovation outcomes, assuming these family managers have sufficient emotion-regulating capabilities.

The research context could be broadened by differentiating between the industries in which family firms operate. This could aid a better understanding of the challenges, opportunities and market trends in different sectors. Future research might also include more diverse countries with deep family business traditions, strengthening the robustness of the findings across more varied contexts.

Using a multi-level perspective, this study contributes to the dynamic managerial capabilities and family business literature by showing that, in an environment where familial relationships can affect working relationships, the ability of managers to control their emotions and others' emotions can be a critical managerial resource that impacts FFI.

]]>
Managers' emotion-regulation capabilities and family firm innovativeness: a dynamic managerial capability view10.1108/JSMA-02-2023-0021Journal of Strategy and Management2023-10-23© 2023 Emerald Publishing LimitedNeringa GerulaitieneAsta PundzieneAudrius KabasinskasJournal of Strategy and Management1712023-10-2310.1108/JSMA-02-2023-0021https://www.emerald.com/insight/content/doi/10.1108/JSMA-02-2023-0021/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The effect of customer-base concentration on the relationship between patents and financial performancehttps://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0141/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPrior research has produced conflicting results on the relationship between firm-level patenting activity and financial performance. To identify a factor that impacts the results, this study tests whether the level of customer-base concentration (defined as focusing on a small number of major customer sales transactions) changes the relationship between firm-level patenting activity and financial performance (return on assets: ROA). Using a longitudinal secondary dataset from Japanese manufacturers from 1991 to 2016, this study investigates the interaction effect between firm-level patenting activity and customer-base concentration. With additional analysis using multiple profitability measures, this study provides robust evidence that customer-base concentration is an important factor in changing the relationship between firm-level patenting activity and financial performance. The analysis results show that there is a positive relationship between firm-level patenting activity and ROA. In addition, this relationship is positively moderated by the customer-base concentration. This means that suppliers can improve the performance of the patenting activity by concentrating on their customer base. By identifying a moderating factor between patenting activity and financial performance, this study advances the interpretation of conflicting results in patent research. Moreover, this study reveals a situation where customer-base concentration, which has a direct negative impact on financial performance, leads to better financial performance. This also indicates that firm-level patenting activities may compensate for the negative aspects of customer-base concentration.The effect of customer-base concentration on the relationship between patents and financial performance
Yosuke Kunieda, Katsuyoshi Takashima
Journal of Strategy and Management, Vol. 17, No. 1, pp.101-122

Prior research has produced conflicting results on the relationship between firm-level patenting activity and financial performance. To identify a factor that impacts the results, this study tests whether the level of customer-base concentration (defined as focusing on a small number of major customer sales transactions) changes the relationship between firm-level patenting activity and financial performance (return on assets: ROA).

Using a longitudinal secondary dataset from Japanese manufacturers from 1991 to 2016, this study investigates the interaction effect between firm-level patenting activity and customer-base concentration. With additional analysis using multiple profitability measures, this study provides robust evidence that customer-base concentration is an important factor in changing the relationship between firm-level patenting activity and financial performance.

The analysis results show that there is a positive relationship between firm-level patenting activity and ROA. In addition, this relationship is positively moderated by the customer-base concentration. This means that suppliers can improve the performance of the patenting activity by concentrating on their customer base.

By identifying a moderating factor between patenting activity and financial performance, this study advances the interpretation of conflicting results in patent research. Moreover, this study reveals a situation where customer-base concentration, which has a direct negative impact on financial performance, leads to better financial performance. This also indicates that firm-level patenting activities may compensate for the negative aspects of customer-base concentration.

]]>
The effect of customer-base concentration on the relationship between patents and financial performance10.1108/JSMA-06-2023-0141Journal of Strategy and Management2023-11-14© 2023 Emerald Publishing LimitedYosuke KuniedaKatsuyoshi TakashimaJournal of Strategy and Management1712023-11-1410.1108/JSMA-06-2023-0141https://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0141/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The relationship between dynamic capabilities and global value chain upgrading: the mediating role of innovation capabilityhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-05-2023-0096/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study examines how dynamic capabilities (DCs) impact global value chain (GVC) upgrading and assesses the mediating role of innovation. The study uses a quantitative research method. The data are collected using an online questionnaire administered to respondents working in Chinese automobile manufacturers in China and Laos. The data are analyzed using structural equation modeling (SEM) and related software. The results show that DCs and innovation capabilities (ICs) positively affect GVC upgrading and that ICs plays a mediating role between DC and GVC upgrading. Dynamic capabilities evolution (CE) mediates the relationship between DCs, ICs and GVC upgrading. Finally, differences exist in the effects of the three dimensions of DCs on ICs and GVC upgrading. Focusing on the absorption and transformation of knowledge, enterprises could experience a clear enhancement of IC and CE and be more likely to obtain higher marginal returns. The study provides insights for emerging market firms to gain higher added value in internationalization. This study demonstrates that different dimensions of DCs have different effects on GVC upgrading. In terms of theory, the impact of IC is considered in terms of the mediating effect of CE on IC. Differences are highlighted concerning the impact of learning capability, integrating and coordinating capability and sensing capability on the mediated relationships.The relationship between dynamic capabilities and global value chain upgrading: the mediating role of innovation capability
Yi Wen, Shuhui Wen
Journal of Strategy and Management, Vol. 17, No. 1, pp.123-139

This study examines how dynamic capabilities (DCs) impact global value chain (GVC) upgrading and assesses the mediating role of innovation.

The study uses a quantitative research method. The data are collected using an online questionnaire administered to respondents working in Chinese automobile manufacturers in China and Laos. The data are analyzed using structural equation modeling (SEM) and related software.

The results show that DCs and innovation capabilities (ICs) positively affect GVC upgrading and that ICs plays a mediating role between DC and GVC upgrading. Dynamic capabilities evolution (CE) mediates the relationship between DCs, ICs and GVC upgrading. Finally, differences exist in the effects of the three dimensions of DCs on ICs and GVC upgrading.

Focusing on the absorption and transformation of knowledge, enterprises could experience a clear enhancement of IC and CE and be more likely to obtain higher marginal returns. The study provides insights for emerging market firms to gain higher added value in internationalization.

This study demonstrates that different dimensions of DCs have different effects on GVC upgrading. In terms of theory, the impact of IC is considered in terms of the mediating effect of CE on IC. Differences are highlighted concerning the impact of learning capability, integrating and coordinating capability and sensing capability on the mediated relationships.

]]>
The relationship between dynamic capabilities and global value chain upgrading: the mediating role of innovation capability10.1108/JSMA-05-2023-0096Journal of Strategy and Management2023-12-05© 2023 Emerald Publishing LimitedYi WenShuhui WenJournal of Strategy and Management1712023-12-0510.1108/JSMA-05-2023-0096https://www.emerald.com/insight/content/doi/10.1108/JSMA-05-2023-0096/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Strategic investments in entrepreneurial brand ventures by large incumbentshttps://www.emerald.com/insight/content/doi/10.1108/JSMA-02-2023-0027/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestConsumer product firms renowned for marketing appear to be complementing brand creation, extension and acquisition with minority equity investments in entrepreneurial brand ventures (EBVs) for strategic purposes. Similarly, EBVs are looking for growth and resources that can be accessed via inter-organizational partnerships. This flourishing industry practice and the paucity of empirical research indicates the potential for new studies. The research objective was to examine why and how large incumbents were implementing strategic brand venturing (SBV), and with this understanding to develop a framework useful for descriptive and normative purposes. This qualitative research study comprised in-depth interviews and multiple data sources across seven case studies drawn from US subsidiaries of global firms within the consumer products industry. Grounded in resource theory, the dimensions of strategic brand equity investments are abductively derived. The findings delineate 16 process capabilities within four aggregate clusters entailing, the designing of the SBV program, opportunity identification, brand entrepreneur partnerships and venture portfolio management. Prefaced by endogenous and exogenous antecedents, these process capabilities help to contribute strategic and financial value when implemented. This qualitative research study yielded analytical rather than statistical generalizations. A range of market and economic factors exist in the United States contributing towards a favorable entrepreneurial and brand incubation climate. This may render the SBV concept as contingent and contextual. Furthermore, the view of brand entrepreneurs' regarding the design of the process model were not explicitly sought but inferred from the discourses of the venturing units interviewed. The article outlines several important implementation imperatives for corporations endeavoring to competitively advantage their brand portfolios via adoption of a minority equity investing strategy in EBVs. Practitioners are cautioned against myopically adopting this process alone as a success heuristic given other factors may impact success such as changes in corporate strategy or upper echelon sponsorship. Mission preservation for social brand ventures being tethered to a large incumbent may need to be taken into account prior to and during SBV relationships. The research contributes to the call for greater insights into the investment processes used in venturing relationships as well as coverage of new industry sectors beyond technology industries that often characterize corporate venture capital studies. Several novel findings emerged related to the importance of—the industry ecosystem; symbiosis between the founding brand entrepreneur and brand culture; synchronization of investment strategies with an emerging brand life-cycle model and serendipitous corporate entrepreneurial opportunities.Strategic investments in entrepreneurial brand ventures by large incumbents
Deryck J. Van Rensburg, Pete Naudé, Izak Fayena
Journal of Strategy and Management, Vol. 17, No. 1, pp.140-166

Consumer product firms renowned for marketing appear to be complementing brand creation, extension and acquisition with minority equity investments in entrepreneurial brand ventures (EBVs) for strategic purposes. Similarly, EBVs are looking for growth and resources that can be accessed via inter-organizational partnerships. This flourishing industry practice and the paucity of empirical research indicates the potential for new studies. The research objective was to examine why and how large incumbents were implementing strategic brand venturing (SBV), and with this understanding to develop a framework useful for descriptive and normative purposes.

This qualitative research study comprised in-depth interviews and multiple data sources across seven case studies drawn from US subsidiaries of global firms within the consumer products industry. Grounded in resource theory, the dimensions of strategic brand equity investments are abductively derived.

The findings delineate 16 process capabilities within four aggregate clusters entailing, the designing of the SBV program, opportunity identification, brand entrepreneur partnerships and venture portfolio management. Prefaced by endogenous and exogenous antecedents, these process capabilities help to contribute strategic and financial value when implemented.

This qualitative research study yielded analytical rather than statistical generalizations. A range of market and economic factors exist in the United States contributing towards a favorable entrepreneurial and brand incubation climate. This may render the SBV concept as contingent and contextual. Furthermore, the view of brand entrepreneurs' regarding the design of the process model were not explicitly sought but inferred from the discourses of the venturing units interviewed.

The article outlines several important implementation imperatives for corporations endeavoring to competitively advantage their brand portfolios via adoption of a minority equity investing strategy in EBVs. Practitioners are cautioned against myopically adopting this process alone as a success heuristic given other factors may impact success such as changes in corporate strategy or upper echelon sponsorship.

Mission preservation for social brand ventures being tethered to a large incumbent may need to be taken into account prior to and during SBV relationships.

The research contributes to the call for greater insights into the investment processes used in venturing relationships as well as coverage of new industry sectors beyond technology industries that often characterize corporate venture capital studies. Several novel findings emerged related to the importance of—the industry ecosystem; symbiosis between the founding brand entrepreneur and brand culture; synchronization of investment strategies with an emerging brand life-cycle model and serendipitous corporate entrepreneurial opportunities.

]]>
Strategic investments in entrepreneurial brand ventures by large incumbents10.1108/JSMA-02-2023-0027Journal of Strategy and Management2023-12-08© 2023 Emerald Publishing LimitedDeryck J. Van RensburgPete NaudéIzak FayenaJournal of Strategy and Management1712023-12-0810.1108/JSMA-02-2023-0027https://www.emerald.com/insight/content/doi/10.1108/JSMA-02-2023-0027/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Independent directors' ownership and CSR performance: the moderating roles of factors impacting directors' attentionhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0139/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to examine the impact of independent directors' ownership on corporate social responsibility (CSR) performance. In line with the stakeholder-agency paradigm's prediction, the authors propose that higher independent directors' ownership is associated with higher CSR performance. By drawing on the attention-based view, the authors further examine firm-level conditions that impact the situated attention of independent directors holding high equity ownership as they are active agents. The authors collected data covering the years 2009–2013 for firms listed in the S&P 500 index. The authors tested the hypotheses using firm fixed-effects models. The results show that higher independent directors' ownership is associated with higher CSR performance. Prior firm performance and available slack resources are found to have diverse impacts on the association between independent directors holding high equity ownership and CSR performance. This study highlights the importance of examining the performance-based incentives of independent directors on firms' CSR performance. This study also provides a better understanding of factors impacting independent directors' situated attention as boundary conditions.Independent directors' ownership and CSR performance: the moderating roles of factors impacting directors' attention
Nongnapat Thosuwanchot, Min Suk Lee
Journal of Strategy and Management, Vol. 17, No. 1, pp.167-187

This study aims to examine the impact of independent directors' ownership on corporate social responsibility (CSR) performance. In line with the stakeholder-agency paradigm's prediction, the authors propose that higher independent directors' ownership is associated with higher CSR performance. By drawing on the attention-based view, the authors further examine firm-level conditions that impact the situated attention of independent directors holding high equity ownership as they are active agents.

The authors collected data covering the years 2009–2013 for firms listed in the S&P 500 index. The authors tested the hypotheses using firm fixed-effects models.

The results show that higher independent directors' ownership is associated with higher CSR performance. Prior firm performance and available slack resources are found to have diverse impacts on the association between independent directors holding high equity ownership and CSR performance.

This study highlights the importance of examining the performance-based incentives of independent directors on firms' CSR performance. This study also provides a better understanding of factors impacting independent directors' situated attention as boundary conditions.

]]>
Independent directors' ownership and CSR performance: the moderating roles of factors impacting directors' attention10.1108/JSMA-06-2023-0139Journal of Strategy and Management2023-12-06© 2023 Emerald Publishing LimitedNongnapat ThosuwanchotMin Suk LeeJournal of Strategy and Management1712023-12-0610.1108/JSMA-06-2023-0139https://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0139/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Can top managers' impostor feelings affect performance?https://www.emerald.com/insight/content/doi/10.1108/JSMA-01-2023-0008/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBuilding on the premise that top managers' characteristics affect firm outcomes, the study aims to examine whether the impostor feelings of top managers are associated with firm performance. This study uses survey and regression estimation. The results show that there is no strong association between the impostor phenomenon and firm performance, when considering the overall sample. However, in the case of women who experience strong impostor feelings, performance is negatively affected. There is no evidence that being a CEO or workload are mechanisms that explain this result. Improving the understanding of whether top manager impostor feelings sabotage or improve firm performance can encourage managers to engage in preventive actions to overcome or explore its effects adequately so that positive firm outcomes are fostered. Despite the economic importance of how top managers' judgment affects their decisions, little is known about how the cognitive frames of their top managers affect firm outcomes. In particular, there is no clear understanding of how top managers' feelings of inadequacy, intellectual phoniness and deceitfulness (the impostor phenomenon) affect firm profitability.Can top managers' impostor feelings affect performance?
Maria João Guedes
Journal of Strategy and Management, Vol. 17, No. 1, pp.188-204

Building on the premise that top managers' characteristics affect firm outcomes, the study aims to examine whether the impostor feelings of top managers are associated with firm performance.

This study uses survey and regression estimation.

The results show that there is no strong association between the impostor phenomenon and firm performance, when considering the overall sample. However, in the case of women who experience strong impostor feelings, performance is negatively affected. There is no evidence that being a CEO or workload are mechanisms that explain this result.

Improving the understanding of whether top manager impostor feelings sabotage or improve firm performance can encourage managers to engage in preventive actions to overcome or explore its effects adequately so that positive firm outcomes are fostered.

Despite the economic importance of how top managers' judgment affects their decisions, little is known about how the cognitive frames of their top managers affect firm outcomes. In particular, there is no clear understanding of how top managers' feelings of inadequacy, intellectual phoniness and deceitfulness (the impostor phenomenon) affect firm profitability.

]]>
Can top managers' impostor feelings affect performance?10.1108/JSMA-01-2023-0008Journal of Strategy and Management2023-06-02© 2023 Maria João GuedesMaria João GuedesJournal of Strategy and Management1712023-06-0210.1108/JSMA-01-2023-0008https://www.emerald.com/insight/content/doi/10.1108/JSMA-01-2023-0008/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Maria João Guedeshttp://creativecommons.org/licences/by/4.0/legalcode
Organisational capabilities for successful digital transformation: a global analysis of national football associations in the digital agehttps://www.emerald.com/insight/content/doi/10.1108/JSMA-02-2022-0039/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this study is to identify organisational capabilities (OC) for a successful digital transformation (DT) and associated structures of internal teams to orchestrate and support DT. An explorative, qualitative study, comprising semi-structured interviews with 82 executives from 43 diverse National Football Associations (NFA) spread across five continents was conducted. The results show that organisational culture, strategic sensitivity, up-to-date ICT-infrastructure, a digitally skilled workforce, leadership support, knowledge management and internal DT-teams are important capabilities to enable successful DT. Due to the different levels of maturity of digitalisation and the financial constraints, not every NFA intends or is able to assign a full-time staff member exclusively to digital issues. Therefore, the most appropriate person was interviewed in each NFA. Adapting an organisational culture to the requirements of the digital age is one of the most important steps in implementing DT. It is equally important for the leadership to form the strategic framework and enable the necessary training of employees to improve the results of the digitalisation processes. This is the first study investigating NFA's DT from a worldwide perspective, identifying the most important factors for successful DT-processes.Organisational capabilities for successful digital transformation: a global analysis of national football associations in the digital age
Sebastian Merten, Sascha L. Schmidt, Mathieu Winand
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The aim of this study is to identify organisational capabilities (OC) for a successful digital transformation (DT) and associated structures of internal teams to orchestrate and support DT.

An explorative, qualitative study, comprising semi-structured interviews with 82 executives from 43 diverse National Football Associations (NFA) spread across five continents was conducted.

The results show that organisational culture, strategic sensitivity, up-to-date ICT-infrastructure, a digitally skilled workforce, leadership support, knowledge management and internal DT-teams are important capabilities to enable successful DT.

Due to the different levels of maturity of digitalisation and the financial constraints, not every NFA intends or is able to assign a full-time staff member exclusively to digital issues. Therefore, the most appropriate person was interviewed in each NFA.

Adapting an organisational culture to the requirements of the digital age is one of the most important steps in implementing DT. It is equally important for the leadership to form the strategic framework and enable the necessary training of employees to improve the results of the digitalisation processes.

This is the first study investigating NFA's DT from a worldwide perspective, identifying the most important factors for successful DT-processes.

]]>
Organisational capabilities for successful digital transformation: a global analysis of national football associations in the digital age10.1108/JSMA-02-2022-0039Journal of Strategy and Management2022-11-01© 2022 Emerald Publishing LimitedSebastian MertenSascha L. SchmidtMathieu WinandJournal of Strategy and Managementahead-of-printahead-of-print2022-11-0110.1108/JSMA-02-2022-0039https://www.emerald.com/insight/content/doi/10.1108/JSMA-02-2022-0039/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2022 Emerald Publishing Limited
Waving the flames of fan engagement: strategies for coping with the digital transformation in sports organizationshttps://www.emerald.com/insight/content/doi/10.1108/JSMA-02-2022-0041/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to understand the factors responsible for social media fan engagement and experience. The research study also attempts to analyze the significance of adopting digital strategies with a fan-centric approach for sports organizations. The authors conducted 18 semi-structured interviews with managers in different sports organizations and fans of various popular sports leagues and clubs in India. The authors used a qualitative exploratory approach by applying coding and thematic analysis to arrive at findings and conclusions. The responses led to the emergence of three major themes comprising effective planning, harnessing fan participation and boosting the quality of experience. Building on these themes, the authors recommended the “PRIME” model for sports organizations. As this study explores the growing importance of fan engagement from the top three sports leagues in India, future researchers can focus on obtaining data from multiple countries and multiple leagues to enhance fan engagement's generalizability. Also with the growing popularity of eSports, the scope of the present study may be expanded based on eSports. The authors' study acts as an eye-opener for managers revealing that to get active participation from fans, sports organizations will have to be active in social media initiatives. In addition to this, the authors also propose the PRIME model, which elaborates on the aspects of Planning social media programs, Regularization of content creation, increased Interaction with the fan base, Motivation through rewards and Enriching fan experience for effectively harnessing fan engagement and experience. In the pandemic era, engaging with fans on social media can enable sports organizations to thrive. The authors suggest a “PRIME” model which can aid sports managers in effectively harnessing fan engagement and experience for the managers of sports organizations. The model can also be applied beyond the sports context in anchoring customer engagement and experience through the social media of other business organizations.Waving the flames of fan engagement: strategies for coping with the digital transformation in sports organizations
Deepika Pandita, Fatima Vapiwala
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to understand the factors responsible for social media fan engagement and experience. The research study also attempts to analyze the significance of adopting digital strategies with a fan-centric approach for sports organizations.

The authors conducted 18 semi-structured interviews with managers in different sports organizations and fans of various popular sports leagues and clubs in India. The authors used a qualitative exploratory approach by applying coding and thematic analysis to arrive at findings and conclusions.

The responses led to the emergence of three major themes comprising effective planning, harnessing fan participation and boosting the quality of experience. Building on these themes, the authors recommended the “PRIME” model for sports organizations.

As this study explores the growing importance of fan engagement from the top three sports leagues in India, future researchers can focus on obtaining data from multiple countries and multiple leagues to enhance fan engagement's generalizability. Also with the growing popularity of eSports, the scope of the present study may be expanded based on eSports.

The authors' study acts as an eye-opener for managers revealing that to get active participation from fans, sports organizations will have to be active in social media initiatives. In addition to this, the authors also propose the PRIME model, which elaborates on the aspects of Planning social media programs, Regularization of content creation, increased Interaction with the fan base, Motivation through rewards and Enriching fan experience for effectively harnessing fan engagement and experience.

In the pandemic era, engaging with fans on social media can enable sports organizations to thrive. The authors suggest a “PRIME” model which can aid sports managers in effectively harnessing fan engagement and experience for the managers of sports organizations. The model can also be applied beyond the sports context in anchoring customer engagement and experience through the social media of other business organizations.

]]>
Waving the flames of fan engagement: strategies for coping with the digital transformation in sports organizations10.1108/JSMA-02-2022-0041Journal of Strategy and Management2023-03-14© 2023 Emerald Publishing LimitedDeepika PanditaFatima VapiwalaJournal of Strategy and Managementahead-of-printahead-of-print2023-03-1410.1108/JSMA-02-2022-0041https://www.emerald.com/insight/content/doi/10.1108/JSMA-02-2022-0041/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Organizational policies as a means of sharing sports values among athletes: the role of social capitalhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-03-2022-0045/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestSome sports organizations have a strategic objective of promoting human and social development through sports. However, it can be challenging to ensure that these objectives, conveyed by the board, are fully internalized by the athletes. From the perspective of inter-organizational networks, this dissemination can occur through strategic alignment and diffusion of social capital. Therefore, the authors wanted to analyze if organizational policies from sports organizations are related to athletes' perception of social capital and strategic alignment. The authors conducted a sequential mixed-method research. Firstly, a pilot study was conducted with two exploratory interviews with key informants from a sports organization, supported by documentary data from this organization. A thematic content analysis was carried out to identify relevant categories and subcategories to prepare a quantitative research instrument. In the second phase, a questionnaire was applied to 159 student-athletes from this organization. The collected data were analyzed by multiple linear regression. From the pilot study, a set of five elements of strategic alignment, and three elements of social capital in the sports organization context were provided. In the quantitative phase, the authors identified that social capital is related to athletes' perception of shared values internalization in a sports organization, but strategic systems were not. Sports managers could better promote internal policies if there is social capital among athletes rather than implementing top-down deployed communications. Policymakers could better predict the effectiveness of a foment request by sports organizations considering not only strategic systems communication deployment but also the existence of social capital in a sports organization. It is a broader mechanism to understand the capacity of a sports organization in disseminating good values among their members. Different from traditional companies, in sports organizations, only social capital is related to the internalization of organizational policy by athletes rather than strategic alignment initiatives.Organizational policies as a means of sharing sports values among athletes: the role of social capital
Talmo Curto de Oliveira, Julio Araujo Carneiro-da-Cunha, Alexandre Conttato Colagrai, Manuel Portugal Ferreira, Marcos Rogério Mazieri
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Some sports organizations have a strategic objective of promoting human and social development through sports. However, it can be challenging to ensure that these objectives, conveyed by the board, are fully internalized by the athletes. From the perspective of inter-organizational networks, this dissemination can occur through strategic alignment and diffusion of social capital. Therefore, the authors wanted to analyze if organizational policies from sports organizations are related to athletes' perception of social capital and strategic alignment.

The authors conducted a sequential mixed-method research. Firstly, a pilot study was conducted with two exploratory interviews with key informants from a sports organization, supported by documentary data from this organization. A thematic content analysis was carried out to identify relevant categories and subcategories to prepare a quantitative research instrument. In the second phase, a questionnaire was applied to 159 student-athletes from this organization. The collected data were analyzed by multiple linear regression.

From the pilot study, a set of five elements of strategic alignment, and three elements of social capital in the sports organization context were provided. In the quantitative phase, the authors identified that social capital is related to athletes' perception of shared values internalization in a sports organization, but strategic systems were not.

Sports managers could better promote internal policies if there is social capital among athletes rather than implementing top-down deployed communications.

Policymakers could better predict the effectiveness of a foment request by sports organizations considering not only strategic systems communication deployment but also the existence of social capital in a sports organization. It is a broader mechanism to understand the capacity of a sports organization in disseminating good values among their members.

Different from traditional companies, in sports organizations, only social capital is related to the internalization of organizational policy by athletes rather than strategic alignment initiatives.

]]>
Organizational policies as a means of sharing sports values among athletes: the role of social capital10.1108/JSMA-03-2022-0045Journal of Strategy and Management2023-05-11© 2023 Emerald Publishing LimitedTalmo Curto de OliveiraJulio Araujo Carneiro-da-CunhaAlexandre Conttato ColagraiManuel Portugal FerreiraMarcos Rogério MazieriJournal of Strategy and Managementahead-of-printahead-of-print2023-05-1110.1108/JSMA-03-2022-0045https://www.emerald.com/insight/content/doi/10.1108/JSMA-03-2022-0045/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Microcharity: a promising alternative to microcredit for poverty alleviationhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-03-2023-0053/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestMicrocharity is a non-profit organization promoting social brotherhood through small donations and volunteer services among diverse members, aiming to address poverty through compassion, cooperation and humanitarianism. The study aims to comprehend the role of microcharity as an alternative to microcredit for poverty alleviation. It sheds light on the modus operandi, prospects and problems associated with microcharity. The current study used a qualitative research design to investigate a social phenomenon while involving the researchers directly. The study applied participatory action research by involving participants and researchers to comprehend social challenges and evaluate their experiences. The study made considerable use of participant-observer data and field observations. It has been revealed that microcharity has potential to address social challenges faced by the marginalized and vulnerable section of society. This study is based on participatory action research, and therefore, it suffers from academic standardization and heavily depends on researchers. On the other hand, it offers practical approach to solve social problems and would bring forth realistic resolution by offering insights of those making use of micro charity for philanthropic activities. The article is especially helpful for communities that must respond to emergencies and will be beneficial to individuals and institutions working for social welfare. It will bring forth various facets of micro charity as an alternate for fundraising to rescue sufferers of social exigencies through collective efforts. The article represents original scholarly research, leveraging the researchers' personal experience to enrich the understanding of microcharity. Its implications are valuable for communities involved in social welfare and can benefit individuals working for charitable institutions, cooperative societies, NGOs and social welfare programmes of government. Additionally, the study's insights can aid researchers in designing new methodologies to explore microcharity and its impact on social welfare initiatives.Microcharity: a promising alternative to microcredit for poverty alleviation
Mehedi Hasan, Tania Afrin, Vandna Misra
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Microcharity is a non-profit organization promoting social brotherhood through small donations and volunteer services among diverse members, aiming to address poverty through compassion, cooperation and humanitarianism. The study aims to comprehend the role of microcharity as an alternative to microcredit for poverty alleviation. It sheds light on the modus operandi, prospects and problems associated with microcharity.

The current study used a qualitative research design to investigate a social phenomenon while involving the researchers directly. The study applied participatory action research by involving participants and researchers to comprehend social challenges and evaluate their experiences. The study made considerable use of participant-observer data and field observations.

It has been revealed that microcharity has potential to address social challenges faced by the marginalized and vulnerable section of society.

This study is based on participatory action research, and therefore, it suffers from academic standardization and heavily depends on researchers. On the other hand, it offers practical approach to solve social problems and would bring forth realistic resolution by offering insights of those making use of micro charity for philanthropic activities.

The article is especially helpful for communities that must respond to emergencies and will be beneficial to individuals and institutions working for social welfare.

It will bring forth various facets of micro charity as an alternate for fundraising to rescue sufferers of social exigencies through collective efforts.

The article represents original scholarly research, leveraging the researchers' personal experience to enrich the understanding of microcharity. Its implications are valuable for communities involved in social welfare and can benefit individuals working for charitable institutions, cooperative societies, NGOs and social welfare programmes of government. Additionally, the study's insights can aid researchers in designing new methodologies to explore microcharity and its impact on social welfare initiatives.

]]>
Microcharity: a promising alternative to microcredit for poverty alleviation10.1108/JSMA-03-2023-0053Journal of Strategy and Management2023-11-14© 2023 Emerald Publishing LimitedMehedi HasanTania AfrinVandna MisraJournal of Strategy and Managementahead-of-printahead-of-print2023-11-1410.1108/JSMA-03-2023-0053https://www.emerald.com/insight/content/doi/10.1108/JSMA-03-2023-0053/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Towards emerging Industry 5.0 – a review-based frameworkhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0067/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe study aims to investigate the integration of human and machine intelligence in Industry 4.0 (I4.0), particularly in the convergence of industrial revolutions 4.0 (IR4.0) and 5.0. It seeks to identify employee competencies aligned with industry 5.0 (I5.0) and propose a framework for deep multi-level cooperation to improve human integration within the intelligence system. This study uses bibliometric analysis to review 296 research papers retrieved from the Scopus database between 2002 and 2022. The prominence of the research is evaluated by analyzing the publication trend, sample statistics, theoretical foundation, commonly used keywords, thematic evolution, country-based contributions and top-cited documents. The study observed that research in I5.0 has been limited in the past but has gained momentum since 2015. An analysis of research papers from 2002 to 2022 reveals a gradual shift toward human-centric practices. The literature on I4.0, the internet of things (IoT), artificial intelligence (AI), cloud manufacturing, blockchain and big data analysis has been increasingly highlighting the growing importance of digitalization in the future. An increase in the number of countries contributing to the field of study has also been observed. This analysis offers valuable insights for managers, policymakers, information technology (IT) developers and stakeholders in understanding and implementing human-centric practices in I5.0. It emphasizes staying current with trends, embracing workforce empowerment through reskilling and upskilling, and prioritizing data privacy and security in adaptable systems. These strategies contribute to developing effective, inclusive and ethically sound approaches aligned with the principles of I5.0.Towards emerging Industry 5.0 – a review-based framework
Ashalakshmy Nair, Sini V. Pillai, S.A. Senthil Kumar
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The study aims to investigate the integration of human and machine intelligence in Industry 4.0 (I4.0), particularly in the convergence of industrial revolutions 4.0 (IR4.0) and 5.0. It seeks to identify employee competencies aligned with industry 5.0 (I5.0) and propose a framework for deep multi-level cooperation to improve human integration within the intelligence system.

This study uses bibliometric analysis to review 296 research papers retrieved from the Scopus database between 2002 and 2022. The prominence of the research is evaluated by analyzing the publication trend, sample statistics, theoretical foundation, commonly used keywords, thematic evolution, country-based contributions and top-cited documents.

The study observed that research in I5.0 has been limited in the past but has gained momentum since 2015. An analysis of research papers from 2002 to 2022 reveals a gradual shift toward human-centric practices. The literature on I4.0, the internet of things (IoT), artificial intelligence (AI), cloud manufacturing, blockchain and big data analysis has been increasingly highlighting the growing importance of digitalization in the future. An increase in the number of countries contributing to the field of study has also been observed.

This analysis offers valuable insights for managers, policymakers, information technology (IT) developers and stakeholders in understanding and implementing human-centric practices in I5.0. It emphasizes staying current with trends, embracing workforce empowerment through reskilling and upskilling, and prioritizing data privacy and security in adaptable systems. These strategies contribute to developing effective, inclusive and ethically sound approaches aligned with the principles of I5.0.

]]>
Towards emerging Industry 5.0 – a review-based framework10.1108/JSMA-04-2023-0067Journal of Strategy and Management2024-01-25© 2024 Emerald Publishing LimitedAshalakshmy NairSini V. PillaiS.A. Senthil KumarJournal of Strategy and Managementahead-of-printahead-of-print2024-01-2510.1108/JSMA-04-2023-0067https://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0067/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Key success factors for implementing strategy in the Icelandic fisheries industryhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0069/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study focuses on the key success factors (KSFs) for strategy implementation in the fisheries industry in Iceland identified by chief executive officers within the industry. The purpose is to provide a comprehensive categorization of KSFs that influence how strategy is mobilized. The secondary aim is to uncover the level of priority that companies place on the dimensions of the United Nations (UN) Sustainable Development Goals (SDGs). The methodology involves qualitative case studies based on in-depth elite interviews with nine chief executive officers of Icelandic fishing companies. The research indicates strategy implementation can be improved in four main areas. First, by engaging and involving all employees in the implementation process. Second, by enhancing bottom-up innovation and communication. Third, through alignment of the corporate strategy and the UN SDGs, and fourth, by following rigorous action plans with clear, measurable and prioritized objectives and timeframes for the managers to follow. These improvements have both theoretical and practical implications for the fishing industry. Consequently, a conceptual framework for integrated strategy implementation in the fisheries industry is proposed. A limited number of in-depth elite interviews were conducted since access to the chief executive officers of the country’s largest fishing companies proved challenging. However, the nine companies collectively hold nearly 50% of the country’s total quota, thereby proving a deep understanding of the topic relevant to the industry. The research uncovered a substantial cross-section of viewpoints, and as such, the results are relevant for both academia and practitioners alike. This study contributes to the debate on KSFs relevant to strategy implementation within a specific industry but also aligns with the UN SDGs by proposing a dedicated framework for implementing strategies in the fisheries industry. Overall, this study can help managers achieve strategy implementation.Key success factors for implementing strategy in the Icelandic fisheries industry
Kristján Vigfússon, Lára Jóhannsdóttir, Snjólfur Ólafsson, Mehmet Ali Köseoğlu
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study focuses on the key success factors (KSFs) for strategy implementation in the fisheries industry in Iceland identified by chief executive officers within the industry. The purpose is to provide a comprehensive categorization of KSFs that influence how strategy is mobilized. The secondary aim is to uncover the level of priority that companies place on the dimensions of the United Nations (UN) Sustainable Development Goals (SDGs).

The methodology involves qualitative case studies based on in-depth elite interviews with nine chief executive officers of Icelandic fishing companies.

The research indicates strategy implementation can be improved in four main areas. First, by engaging and involving all employees in the implementation process. Second, by enhancing bottom-up innovation and communication. Third, through alignment of the corporate strategy and the UN SDGs, and fourth, by following rigorous action plans with clear, measurable and prioritized objectives and timeframes for the managers to follow. These improvements have both theoretical and practical implications for the fishing industry. Consequently, a conceptual framework for integrated strategy implementation in the fisheries industry is proposed.

A limited number of in-depth elite interviews were conducted since access to the chief executive officers of the country’s largest fishing companies proved challenging. However, the nine companies collectively hold nearly 50% of the country’s total quota, thereby proving a deep understanding of the topic relevant to the industry. The research uncovered a substantial cross-section of viewpoints, and as such, the results are relevant for both academia and practitioners alike.

This study contributes to the debate on KSFs relevant to strategy implementation within a specific industry but also aligns with the UN SDGs by proposing a dedicated framework for implementing strategies in the fisheries industry. Overall, this study can help managers achieve strategy implementation.

]]>
Key success factors for implementing strategy in the Icelandic fisheries industry10.1108/JSMA-04-2023-0069Journal of Strategy and Management2024-01-24© 2024 Emerald Publishing LimitedKristján VigfússonLára JóhannsdóttirSnjólfur ÓlafssonMehmet Ali KöseoğluJournal of Strategy and Managementahead-of-printahead-of-print2024-01-2410.1108/JSMA-04-2023-0069https://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0069/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Sustainable supply chain practices and blockchain technology in garment industry: an empirical study on sustainability aspecthttps://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0080/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe desire of international retail brands to implement sustainable supply chain practices in the fashion value chain and improve suppliers' sustainability efforts; this research paper elucidates the relationship between blockchain technology and sustainability to impact apparel firms' triple bottom line. For studying the impact of sustainable supply chain practices on the triple bottom line, a survey questionnaire was chosen and sent out to 500 garment companies simultaneously, of which 371 responded. The data collected is cross-sectional. The questionnaire survey was developed keeping in mind a few demographic elements such as experience, age and qualification to generalize the findings. For analysis, SmartPLS is used to run model structuring and regression analysis. Test runs on model structure confirm the instrument's validity and reliability. Bootstrapping on the theoretical model to test developed hypotheses suggests that supply chain sustainability practices positively affect social, environmental and economic performance in a direct relationship. Further, indirect relation testing conducted to test blockchain technology's moderation influences only the constructs' relations. The clubbing of sustainable supply chain practices and blockchain technology is a novel idea in the apparel industry; however, there are more constructs in the context of practice-based theory and supply chain which impact firm performance. Also, the research limits itself from discussing IT infrastructure and smart contract types that impact the technology's performance. The study provides a framework for interpreting the synergetic influence of SSCP on firm social, environmental and economic performances, which is demanded both by consumers and regulators in an industry. The results suggest that managers sustainably design the production ecosystem, thus eliminating any discrepancy or slackness in the complete chain. Usually, suppliers are ignored, which are precursors in implementing SSCP. The paper studies sustainability problems through ecological modernization theory and practical-based theory giving a unique perspective on the issue faced by the apparel industry and combining sustainable supply chain practices and blockchain.Sustainable supply chain practices and blockchain technology in garment industry: an empirical study on sustainability aspect
Adeel Shah, Musawir Ali Soomro, Arsalan Zahid Piprani, Zhang Yu, Muhammad Tanveer
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The desire of international retail brands to implement sustainable supply chain practices in the fashion value chain and improve suppliers' sustainability efforts; this research paper elucidates the relationship between blockchain technology and sustainability to impact apparel firms' triple bottom line.

For studying the impact of sustainable supply chain practices on the triple bottom line, a survey questionnaire was chosen and sent out to 500 garment companies simultaneously, of which 371 responded. The data collected is cross-sectional. The questionnaire survey was developed keeping in mind a few demographic elements such as experience, age and qualification to generalize the findings. For analysis, SmartPLS is used to run model structuring and regression analysis.

Test runs on model structure confirm the instrument's validity and reliability. Bootstrapping on the theoretical model to test developed hypotheses suggests that supply chain sustainability practices positively affect social, environmental and economic performance in a direct relationship. Further, indirect relation testing conducted to test blockchain technology's moderation influences only the constructs' relations.

The clubbing of sustainable supply chain practices and blockchain technology is a novel idea in the apparel industry; however, there are more constructs in the context of practice-based theory and supply chain which impact firm performance. Also, the research limits itself from discussing IT infrastructure and smart contract types that impact the technology's performance.

The study provides a framework for interpreting the synergetic influence of SSCP on firm social, environmental and economic performances, which is demanded both by consumers and regulators in an industry. The results suggest that managers sustainably design the production ecosystem, thus eliminating any discrepancy or slackness in the complete chain. Usually, suppliers are ignored, which are precursors in implementing SSCP.

The paper studies sustainability problems through ecological modernization theory and practical-based theory giving a unique perspective on the issue faced by the apparel industry and combining sustainable supply chain practices and blockchain.

]]>
Sustainable supply chain practices and blockchain technology in garment industry: an empirical study on sustainability aspect10.1108/JSMA-04-2023-0080Journal of Strategy and Management2023-08-21© 2023 Emerald Publishing LimitedAdeel ShahMusawir Ali SoomroArsalan Zahid PipraniZhang YuMuhammad TanveerJournal of Strategy and Managementahead-of-printahead-of-print2023-08-2110.1108/JSMA-04-2023-0080https://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0080/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Qualitative inquiry suggesting needed pathways: economic, social, religious, political and industrial an activist research on povertyhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0081/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe existing gaps and knowing about the truth inspired the researchers to select this area and to know more about various initiatives taken for their liberation by an individual self-propagating effort, the faith-based communities, the government, the organizations dealing with educationalists as researchers, banking, media and the revealing role of women in handling poverty concerns. The current study is compiled after the review of seventy-seven research articles. This study adopted a descriptive research design essentially because it appears more appropriate for the study. Data were collected mainly through the secondary sources such as electronic databases like Scopus, Web of Science, EBSCO, Google Scholars. The study is conducted through a qualitative approach. Hence based on the extensive literature review and its synthesis, this research work explores the meaning of poverty, its effects, root cause, measurement tools, associated theories and models and stakeholders' role in poverty alleviation. This study reflects that there is a huge gap in designing standardized tools that can bring more income equality, ethics in operations, cooperation and environmental sustainability. For poverty alleviation, individuals need to work towards perfection and improving their own skill sets. Leading Faith groups encouraging individuals about their divine duties to help the poor community and promote debt forgiveness. Government provides funds to develop certain tools and app that can help in checking the distribution of wealth. Banks to introduce flexible microcredit scheme education sector need to develop more financial literacy and innovative thinking courses. Social media and Information communications technology (ICT) provide connectivity services with high affordability. Poverty will remain be an ongoing societal challenge if not handled by various stakeholders strategically by contributing in their own fields with their unique ideas. The proposed idea explained through qualitative inquiry promotes compassion and hope needed for poverty alleviation through various stake holders.Qualitative inquiry suggesting needed pathways: economic, social, religious, political and industrial an activist research on poverty
Priyanka Chhibber, Kamalpreet Kaur Paposa, Shivani Dhand
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The existing gaps and knowing about the truth inspired the researchers to select this area and to know more about various initiatives taken for their liberation by an individual self-propagating effort, the faith-based communities, the government, the organizations dealing with educationalists as researchers, banking, media and the revealing role of women in handling poverty concerns.

The current study is compiled after the review of seventy-seven research articles. This study adopted a descriptive research design essentially because it appears more appropriate for the study. Data were collected mainly through the secondary sources such as electronic databases like Scopus, Web of Science, EBSCO, Google Scholars. The study is conducted through a qualitative approach.

Hence based on the extensive literature review and its synthesis, this research work explores the meaning of poverty, its effects, root cause, measurement tools, associated theories and models and stakeholders' role in poverty alleviation.

This study reflects that there is a huge gap in designing standardized tools that can bring more income equality, ethics in operations, cooperation and environmental sustainability.

For poverty alleviation, individuals need to work towards perfection and improving their own skill sets. Leading Faith groups encouraging individuals about their divine duties to help the poor community and promote debt forgiveness. Government provides funds to develop certain tools and app that can help in checking the distribution of wealth. Banks to introduce flexible microcredit scheme education sector need to develop more financial literacy and innovative thinking courses. Social media and Information communications technology (ICT) provide connectivity services with high affordability.

Poverty will remain be an ongoing societal challenge if not handled by various stakeholders strategically by contributing in their own fields with their unique ideas.

The proposed idea explained through qualitative inquiry promotes compassion and hope needed for poverty alleviation through various stake holders.

]]>
Qualitative inquiry suggesting needed pathways: economic, social, religious, political and industrial an activist research on poverty10.1108/JSMA-04-2023-0081Journal of Strategy and Management2023-11-24© 2023 Emerald Publishing LimitedPriyanka ChhibberKamalpreet Kaur PaposaShivani DhandJournal of Strategy and Managementahead-of-printahead-of-print2023-11-2410.1108/JSMA-04-2023-0081https://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0081/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The smallholder coffee farmer's livelihood adaptation strategies in Bengkulu, Indonesiahttps://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0082/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to reconstruct how smallholder farmers implement livelihood adaptation strategies to survive and escape poverty, thereby mitigating or eliminating potential livelihood risks by utilizing their available assets. This research employed a qualitative approach. For the collection of primary data, the researcher conducted observations and in-depth interviews and engaged with the lives of smallholder farmers during the data collection period. Among the various livelihood adaptation strategies, only migration and profit-sharing strategies enable smallholder farmers to escape poverty. However, migration is an unsustainable adaptation strategy. When farmers move to new locations, they often resort to slash-and-burn methods for clearing land, which can lead to forest degradation and deforestation. Profit sharing is a sustainable livelihood adaptation strategy that falls into a different category. This approach can lift farmers out of poverty, increase their income and have no negative environmental impact. Other adaptation strategies include adjustments to traditional agriculture, both on and off-farm diversification, involving the family in income generation, reducing farming costs, practicing frugality in post-harvest processes, converting land from coffee cultivation to other crops and borrowing money and selling owned assets. Smallholder farmers implement these strategies to survive the existing economic conditions. The profit-sharing strategy was a novel livelihood adaptation approach that previous studies had yet to uncover at the research site. In this strategy, farmers assume the roles of both managers and laborers simultaneously during farming, while toke (the capital owners) play the role of farming funders. The generated profit is then shared between farmers and toke based on the agreement established at the outset of their collaboration.The smallholder coffee farmer's livelihood adaptation strategies in Bengkulu, Indonesia
Andi Irawan
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to reconstruct how smallholder farmers implement livelihood adaptation strategies to survive and escape poverty, thereby mitigating or eliminating potential livelihood risks by utilizing their available assets.

This research employed a qualitative approach. For the collection of primary data, the researcher conducted observations and in-depth interviews and engaged with the lives of smallholder farmers during the data collection period.

Among the various livelihood adaptation strategies, only migration and profit-sharing strategies enable smallholder farmers to escape poverty. However, migration is an unsustainable adaptation strategy. When farmers move to new locations, they often resort to slash-and-burn methods for clearing land, which can lead to forest degradation and deforestation. Profit sharing is a sustainable livelihood adaptation strategy that falls into a different category. This approach can lift farmers out of poverty, increase their income and have no negative environmental impact. Other adaptation strategies include adjustments to traditional agriculture, both on and off-farm diversification, involving the family in income generation, reducing farming costs, practicing frugality in post-harvest processes, converting land from coffee cultivation to other crops and borrowing money and selling owned assets. Smallholder farmers implement these strategies to survive the existing economic conditions.

The profit-sharing strategy was a novel livelihood adaptation approach that previous studies had yet to uncover at the research site. In this strategy, farmers assume the roles of both managers and laborers simultaneously during farming, while toke (the capital owners) play the role of farming funders. The generated profit is then shared between farmers and toke based on the agreement established at the outset of their collaboration.

]]>
The smallholder coffee farmer's livelihood adaptation strategies in Bengkulu, Indonesia10.1108/JSMA-04-2023-0082Journal of Strategy and Management2023-10-02© 2023 Emerald Publishing LimitedAndi IrawanJournal of Strategy and Managementahead-of-printahead-of-print2023-10-0210.1108/JSMA-04-2023-0082https://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0082/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Digital transformation and corporate restructuring: does corporate governance matter?https://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAdopting digital transformation is changing the methods through which companies' function, generating novel possibilities and difficulties that force firms to adjust to remain competitive in the digital era. It is critical for firms to embrace this change and utilize technology to develop a more flexible, proactive and effective approach as digital transformation continues to advance at an accelerating pace. Vietnam has been placed at the forefront of these changes in attracting investments and becoming a hub of international trade. As a result, Vietnamese firms have been implementing restructuring and adopting digital transformation to remain competitive with the flow of foreign investment. This paper aims to examine the effects of digital transformation on corporate restructuring in Vietnam. The authors then investigate the moderating role of corporate governance in the digital transformation – corporate restructuring nexus. The authors employ content analysis to extract information from the annual reports of 747 Vietnamese listed companies, where the authors focus on specific phrases, such as “digitalization”, “big data”, “cloud computing”, “blockchain” and “information technology” over a period of 11 years, from 2011 to 2021. The frequency count of these keywords is calculated to represent the level of digital transformation for the Vietnamese listed firms. A final sample of 118 Vietnamese listed firms with sufficient data is selected for the analysis using the generalized method of moments (GMM) approach. The results indicate that digital transformation and corporate governance negatively impact corporate restructuring when their effect on corporate restructuring is examined independently. However, corporate governance strengthens the effect of digital transformation on corporate restructuring. This paper is one of the first to investigate the moderating role of corporate governance on the effect of digital transformation on corporate restructuring in Vietnam. The findings inspire listed firms in Vietnam to implement digital transformation during their corporate restructuring to enhance performance.Digital transformation and corporate restructuring: does corporate governance matter?
Ngoc Phu Tran, Quan Thai-Thuong Le, Anh The Vo, Duc Hong Vo
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Adopting digital transformation is changing the methods through which companies' function, generating novel possibilities and difficulties that force firms to adjust to remain competitive in the digital era. It is critical for firms to embrace this change and utilize technology to develop a more flexible, proactive and effective approach as digital transformation continues to advance at an accelerating pace. Vietnam has been placed at the forefront of these changes in attracting investments and becoming a hub of international trade. As a result, Vietnamese firms have been implementing restructuring and adopting digital transformation to remain competitive with the flow of foreign investment. This paper aims to examine the effects of digital transformation on corporate restructuring in Vietnam. The authors then investigate the moderating role of corporate governance in the digital transformation – corporate restructuring nexus.

The authors employ content analysis to extract information from the annual reports of 747 Vietnamese listed companies, where the authors focus on specific phrases, such as “digitalization”, “big data”, “cloud computing”, “blockchain” and “information technology” over a period of 11 years, from 2011 to 2021. The frequency count of these keywords is calculated to represent the level of digital transformation for the Vietnamese listed firms. A final sample of 118 Vietnamese listed firms with sufficient data is selected for the analysis using the generalized method of moments (GMM) approach.

The results indicate that digital transformation and corporate governance negatively impact corporate restructuring when their effect on corporate restructuring is examined independently. However, corporate governance strengthens the effect of digital transformation on corporate restructuring.

This paper is one of the first to investigate the moderating role of corporate governance on the effect of digital transformation on corporate restructuring in Vietnam. The findings inspire listed firms in Vietnam to implement digital transformation during their corporate restructuring to enhance performance.

]]>
Digital transformation and corporate restructuring: does corporate governance matter?10.1108/JSMA-04-2023-0084Journal of Strategy and Management2024-01-15© 2023 Emerald Publishing LimitedNgoc Phu TranQuan Thai-Thuong LeAnh The VoDuc Hong VoJournal of Strategy and Managementahead-of-printahead-of-print2024-01-1510.1108/JSMA-04-2023-0084https://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Sustainable lean manufacturing as long-term strategy: performance framework development and prioritizationhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-05-2023-0104/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn response to mounting global concerns about climate change and scarcity of natural resources, manufacturers have been pressured to develop strategies and enhance their sustainability performance. The integration of sustainable lean manufacturing (SLM) during value chain processes could balance environmental, social and economic concerns into their decision-making, which not only ensures responsible practices but also drives efficiency and success. This paper aims to identify, measure and prioritize metrics to develop a performance measurement system that assesses the multi-dimensional performance of SLM. Strategic decision-making has some conflicting criteria and objectives to be considered simultaneously. The Multi-Criteria Decision Making provides a foundation for selecting, sorting and prioritizing these strategies with the determination of drivers and indicator weight. The performance model enables the decision-makers to consistently evaluate the level of sustainability through a multidimensional framework, which could support the assessment of the existing sustainability of a manufacturing process and analyze opportunities for improvement. This study divided the performance into five drivers: Quality, Operational, Finance, Environment, Safety and People and selected 17 KPIs for assessing the multi-dimensional performance of SLM organizations. The research results revealed an organization's perspective transition from strategies focused on operational and economic performance to a more sustainable ideal with greater importance for social and environmental directions. This framework will be facilitated by the selection of the most significant drivers and the development of strategic plans for the successful adoption of sustainable manufacturing. The practices support implementation, pursue competitive advantages and sustain manufacturing, meeting strategic requirements of suitable and lean performance. With the limited resources of the organizations, the framework proposed will guide the priorities and actions to be taken toward the SLM.Sustainable lean manufacturing as long-term strategy: performance framework development and prioritization
Mariana da Silva Barbosa Gama, Andrei Bonamigo
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

In response to mounting global concerns about climate change and scarcity of natural resources, manufacturers have been pressured to develop strategies and enhance their sustainability performance. The integration of sustainable lean manufacturing (SLM) during value chain processes could balance environmental, social and economic concerns into their decision-making, which not only ensures responsible practices but also drives efficiency and success. This paper aims to identify, measure and prioritize metrics to develop a performance measurement system that assesses the multi-dimensional performance of SLM.

Strategic decision-making has some conflicting criteria and objectives to be considered simultaneously. The Multi-Criteria Decision Making provides a foundation for selecting, sorting and prioritizing these strategies with the determination of drivers and indicator weight.

The performance model enables the decision-makers to consistently evaluate the level of sustainability through a multidimensional framework, which could support the assessment of the existing sustainability of a manufacturing process and analyze opportunities for improvement. This study divided the performance into five drivers: Quality, Operational, Finance, Environment, Safety and People and selected 17 KPIs for assessing the multi-dimensional performance of SLM organizations. The research results revealed an organization's perspective transition from strategies focused on operational and economic performance to a more sustainable ideal with greater importance for social and environmental directions.

This framework will be facilitated by the selection of the most significant drivers and the development of strategic plans for the successful adoption of sustainable manufacturing. The practices support implementation, pursue competitive advantages and sustain manufacturing, meeting strategic requirements of suitable and lean performance. With the limited resources of the organizations, the framework proposed will guide the priorities and actions to be taken toward the SLM.

]]>
Sustainable lean manufacturing as long-term strategy: performance framework development and prioritization10.1108/JSMA-05-2023-0104Journal of Strategy and Management2023-12-19© 2023 Emerald Publishing LimitedMariana da Silva Barbosa GamaAndrei BonamigoJournal of Strategy and Managementahead-of-printahead-of-print2023-12-1910.1108/JSMA-05-2023-0104https://www.emerald.com/insight/content/doi/10.1108/JSMA-05-2023-0104/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Role of Industry 5.0 for driving sustainability in the manufacturing sector: an emerging research agendahttps://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0144/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWith ever-increasing global concerns over environmental degradation and resource scarcity, the need for sustainable manufacturing (SM) practices has become paramount. Industry 5.0 (I5.0), the latest paradigm in the industrial revolution, emphasizes the integration of advanced technologies with human capabilities to achieve sustainable and socially responsible production systems. This paper aims to provide a comprehensive analysis of the role of I5.0 in enabling SM. Furthermore, the review discusses the integration of sustainable practices into the core of I5.0. The systematic literature review (SLR) method is adopted to: explore the understanding of I5.0 and SM; understand the role of I5.0 in addressing sustainability challenges, including resource optimization, waste reduction, energy efficiency and ethical considerations and propose a framework for effective implementation of the I5.0 concept in manufacturing enterprises. The concept of I5.0 represents a progressive step forward from previous industrial revolutions, emphasizing the integration of advanced technologies with a focus on sustainability. I5.0 offers opportunities to optimize resource usage and minimize environmental impact. Through the integration of automation, artificial intelligence (AI) and big data analytics (BDA), manufacturers can enhance process efficiency, reduce waste and implement proactive sustainability measures. By embracing I5.0 and incorporating SM practices, industries can move towards a more resource-efficient, environmentally friendly and socially responsible manufacturing paradigm. The findings presented in this article have several implications including the changing role of the workforce, skills requirements and the need for ethical considerations for SM, highlighting the need for interdisciplinary collaborations, policy support and stakeholder engagement to realize its full potential. This article aims to stand on an unbiased assessment to ascertain the landscape occupied by the role of I5.0 in driving sustainability in the manufacturing sector. In addition, the proposed framework will serve as a basis for the effective implementation of I5.0 for SM.Role of Industry 5.0 for driving sustainability in the manufacturing sector: an emerging research agenda
Ganesh Narkhede, Satish Chinchanikar, Rupesh Narkhede, Tansen Chaudhari
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

With ever-increasing global concerns over environmental degradation and resource scarcity, the need for sustainable manufacturing (SM) practices has become paramount. Industry 5.0 (I5.0), the latest paradigm in the industrial revolution, emphasizes the integration of advanced technologies with human capabilities to achieve sustainable and socially responsible production systems. This paper aims to provide a comprehensive analysis of the role of I5.0 in enabling SM. Furthermore, the review discusses the integration of sustainable practices into the core of I5.0.

The systematic literature review (SLR) method is adopted to: explore the understanding of I5.0 and SM; understand the role of I5.0 in addressing sustainability challenges, including resource optimization, waste reduction, energy efficiency and ethical considerations and propose a framework for effective implementation of the I5.0 concept in manufacturing enterprises.

The concept of I5.0 represents a progressive step forward from previous industrial revolutions, emphasizing the integration of advanced technologies with a focus on sustainability. I5.0 offers opportunities to optimize resource usage and minimize environmental impact. Through the integration of automation, artificial intelligence (AI) and big data analytics (BDA), manufacturers can enhance process efficiency, reduce waste and implement proactive sustainability measures. By embracing I5.0 and incorporating SM practices, industries can move towards a more resource-efficient, environmentally friendly and socially responsible manufacturing paradigm.

The findings presented in this article have several implications including the changing role of the workforce, skills requirements and the need for ethical considerations for SM, highlighting the need for interdisciplinary collaborations, policy support and stakeholder engagement to realize its full potential.

This article aims to stand on an unbiased assessment to ascertain the landscape occupied by the role of I5.0 in driving sustainability in the manufacturing sector. In addition, the proposed framework will serve as a basis for the effective implementation of I5.0 for SM.

]]>
Role of Industry 5.0 for driving sustainability in the manufacturing sector: an emerging research agenda10.1108/JSMA-06-2023-0144Journal of Strategy and Management2024-02-08© 2024 Emerald Publishing LimitedGanesh NarkhedeSatish ChinchanikarRupesh NarkhedeTansen ChaudhariJournal of Strategy and Managementahead-of-printahead-of-print2024-02-0810.1108/JSMA-06-2023-0144https://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0144/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
From strategy to impact: how MNCs innovate their business models for social value in BoP contexts?https://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0145/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis article examines the strategic actions of multinational corporations (MNCs) in creating social value at the base of the pyramid (BoP), providing insights into novel business models (BMs) and tactics employed for poverty alleviation. This conceptual article links three relevant pieces of literature – creating shared value (CSV), the three-value creation logic and the three core values of social development – to analyze the current research and real-world examples of MNCs implementing the BoP BMs. The article identifies four strategies and 11 tactics used by MNCs to adapt BMs elements (value proposition, value constellation and value capture) and generate social value at the different levels (coverture of basic needs, self-esteem and freedom from servitude) by following the distinct value creation logics (chain, shop and network). This article provides a conceptual framework that links relevant literature and sheds light on the strategic actions that MNCs apply in their BMs to tackle the multidimensionality of poverty in the BoP markets.From strategy to impact: how MNCs innovate their business models for social value in BoP contexts?
Mariana Guadalupe Vázquez-Pacho, Marielle A. Payaud
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This article examines the strategic actions of multinational corporations (MNCs) in creating social value at the base of the pyramid (BoP), providing insights into novel business models (BMs) and tactics employed for poverty alleviation.

This conceptual article links three relevant pieces of literature – creating shared value (CSV), the three-value creation logic and the three core values of social development – to analyze the current research and real-world examples of MNCs implementing the BoP BMs.

The article identifies four strategies and 11 tactics used by MNCs to adapt BMs elements (value proposition, value constellation and value capture) and generate social value at the different levels (coverture of basic needs, self-esteem and freedom from servitude) by following the distinct value creation logics (chain, shop and network).

This article provides a conceptual framework that links relevant literature and sheds light on the strategic actions that MNCs apply in their BMs to tackle the multidimensionality of poverty in the BoP markets.

]]>
From strategy to impact: how MNCs innovate their business models for social value in BoP contexts?10.1108/JSMA-06-2023-0145Journal of Strategy and Management2024-02-06© 2024 Emerald Publishing LimitedMariana Guadalupe Vázquez-PachoMarielle A. PayaudJournal of Strategy and Managementahead-of-printahead-of-print2024-02-0610.1108/JSMA-06-2023-0145https://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0145/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Financialisation strategy of digital transformation: towards a people-centric, sustaining network leadership framework in an Arabic energy contexthttps://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0146/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper's purpose centres on advancing the current financialisation strategies within digital transformation (DT) through a rebalanced synthesis of both financialisation and people/centric, non-financialisation strategies of the DT field. Based on empirical data from Bahrain's energy sector, a new framework on People-centric, Sustaining Network Leadership is developed, capturing DT's human values deficit and proposing a new model on financialisation and non-financialisation strategies showing ‘how’ and ‘why’ DT is implemented in contemporary organisations. This study conducted a mixed methodology of narrative interviews, case studies and reviewed significant contributions from the DT, leadership and change management debates. A total of 26 operational and high-level leaders from Bahrain, 8 top energy companies and Braun and Clarke's 6-phase analysis were combined to form four empirical thematic bundles on ‘how’ and ‘why’ leaders adopted financialisation and non-financialisation strategies to resolve organisational sustainability issues in an Arabic context. Four sets of findings (bundles 1–4) highlight participants' financial and structural understanding when implementing DT initiatives, the different leadership styles ranging from authoritarian to network leadership, the socio-economic, political and cultural ramifications of their practices and the urgency of staff reskilling for organisational resilience and strategic sustainability. Based on the eight energy cases and interviews, a new values-driven, People-centric Sustaining Network Leadership Model is developed to show a more effective and efficient use of financial and non-financial resources when organisations implement DT initiatives in efforts to resolve global energy sustainability problems. Leadership, change management, DT, energy and environmental sustainability is a huge area of scholarship. While new studies emerge and contribute to this growing body of knowledge, this investigation has focused on those that significantly highlight how to make effective use of financialisation and non-financialisation resources. Therefore, all the literature on the topic has not been included. Although this study has filled the non-financialisation gap in current DT studies, a further rebalancing of the financialisation versus non-financialisation debates will be needed for theoreticians, practitioners and policy makers to continue addressing emerging and more complex socio-economic, political and cultural issues within and beyond organisations. Limitations are the study's focus on the Bahrain energy sector and the limited sample of 26 leaders. The study provides practitioners and policy makers with an approach for the successful implementation of DT initiatives in the oil and gas sector. For academics, this study provides empirically unique and interesting thematic bundles, insightful analyses into leadership, organisational change, digital transformation and network leadership theories to develop an innovative and creative People-centric, Sustaining Network Leadership Approach/Model on the practical barriers, implications/impacts of various leadership styles and potential solutions via a socio-cultural values-based alternative to the current financialisation discourse of DT. While there is a growing body of literature on DT, Leadership and Organisational Transformation and Change, there is a dearth of scholarship on the human-orientated strategies of DT implementation outside of western contexts. A contemporary and comprehensive, empirically evidenced analysis of the field has led to the development of this study's People-centric, Sustaining Network Leadership model which frames, captures, synthesises and extends the dominant cost-minimisation rhetoric of DT discourse to include a shared set of leadership practices, behaviours, intentions, perceptions and values. This helped to reveal the previously missing ‘how’ and ‘why’ of DT’s operational and strategic implementation.Financialisation strategy of digital transformation: towards a people-centric, sustaining network leadership framework in an Arabic energy context
John Mendy, Nawaf AlGhanem
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper's purpose centres on advancing the current financialisation strategies within digital transformation (DT) through a rebalanced synthesis of both financialisation and people/centric, non-financialisation strategies of the DT field. Based on empirical data from Bahrain's energy sector, a new framework on People-centric, Sustaining Network Leadership is developed, capturing DT's human values deficit and proposing a new model on financialisation and non-financialisation strategies showing ‘how’ and ‘why’ DT is implemented in contemporary organisations.

This study conducted a mixed methodology of narrative interviews, case studies and reviewed significant contributions from the DT, leadership and change management debates. A total of 26 operational and high-level leaders from Bahrain, 8 top energy companies and Braun and Clarke's 6-phase analysis were combined to form four empirical thematic bundles on ‘how’ and ‘why’ leaders adopted financialisation and non-financialisation strategies to resolve organisational sustainability issues in an Arabic context.

Four sets of findings (bundles 1–4) highlight participants' financial and structural understanding when implementing DT initiatives, the different leadership styles ranging from authoritarian to network leadership, the socio-economic, political and cultural ramifications of their practices and the urgency of staff reskilling for organisational resilience and strategic sustainability. Based on the eight energy cases and interviews, a new values-driven, People-centric Sustaining Network Leadership Model is developed to show a more effective and efficient use of financial and non-financial resources when organisations implement DT initiatives in efforts to resolve global energy sustainability problems.

Leadership, change management, DT, energy and environmental sustainability is a huge area of scholarship. While new studies emerge and contribute to this growing body of knowledge, this investigation has focused on those that significantly highlight how to make effective use of financialisation and non-financialisation resources. Therefore, all the literature on the topic has not been included. Although this study has filled the non-financialisation gap in current DT studies, a further rebalancing of the financialisation versus non-financialisation debates will be needed for theoreticians, practitioners and policy makers to continue addressing emerging and more complex socio-economic, political and cultural issues within and beyond organisations. Limitations are the study's focus on the Bahrain energy sector and the limited sample of 26 leaders.

The study provides practitioners and policy makers with an approach for the successful implementation of DT initiatives in the oil and gas sector. For academics, this study provides empirically unique and interesting thematic bundles, insightful analyses into leadership, organisational change, digital transformation and network leadership theories to develop an innovative and creative People-centric, Sustaining Network Leadership Approach/Model on the practical barriers, implications/impacts of various leadership styles and potential solutions via a socio-cultural values-based alternative to the current financialisation discourse of DT.

While there is a growing body of literature on DT, Leadership and Organisational Transformation and Change, there is a dearth of scholarship on the human-orientated strategies of DT implementation outside of western contexts. A contemporary and comprehensive, empirically evidenced analysis of the field has led to the development of this study's People-centric, Sustaining Network Leadership model which frames, captures, synthesises and extends the dominant cost-minimisation rhetoric of DT discourse to include a shared set of leadership practices, behaviours, intentions, perceptions and values. This helped to reveal the previously missing ‘how’ and ‘why’ of DT’s operational and strategic implementation.

]]>
Financialisation strategy of digital transformation: towards a people-centric, sustaining network leadership framework in an Arabic energy context10.1108/JSMA-06-2023-0146Journal of Strategy and Management2024-01-09© 2023 Emerald Publishing LimitedJohn MendyNawaf AlGhanemJournal of Strategy and Managementahead-of-printahead-of-print2024-01-0910.1108/JSMA-06-2023-0146https://www.emerald.com/insight/content/doi/10.1108/JSMA-06-2023-0146/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Structure-conduct-performance (SCP) paradigm in digital platform competition: a conceptual frameworkhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-07-2023-0184/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe study aims to analyze factors impacting firms’ success and persistence in a digital platform competition using the structure-conduct-performance (SCP) framework. The study also includes real-life cases that are beneficial to academicians and practitioners to understand and develop strategies for success and persistence during uncertainty. A literature review to identify the factors that impact success and persistence in a digital platform competition was conducted following Webster and Watson (2002). Findings were integrated into a SCP framework to examine and understand the identified factors’ relational impact. While analyzing factors under the SCP framework, all factors were divided into three categories: those impacting positively, those impacting negatively and those with ambiguous impact on the success and persistence in digital platform competition. Digital platform firms can exploit the positively impacting factors to increase market share by being distinctive from other digital platform firms and becoming dominant by withstanding competition. On the other hand, negatively impacting factors increase barriers to entry, intensify competition and reduce the distinctiveness of digital platform firms. Lastly, a few factors may have either a positive or a negative impact depending upon the particular characteristics of the firm/industry. The study opens the scope for future research on empirically testing the developed conceptual framework and relationships by developing propositions to posit the possible impact of these factors on digital platforms’ success and persistence. The study contributed to the existing literature by using SCP framework to analyze the factors affecting firm’s success and persistence in a digital platform competition. Also, the study has discussed the relational impact of factors rather than their impact in isolation.Structure-conduct-performance (SCP) paradigm in digital platform competition: a conceptual framework
Shatakshi Bourai, Rahul Arora, Neetu Yadav
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The study aims to analyze factors impacting firms’ success and persistence in a digital platform competition using the structure-conduct-performance (SCP) framework. The study also includes real-life cases that are beneficial to academicians and practitioners to understand and develop strategies for success and persistence during uncertainty.

A literature review to identify the factors that impact success and persistence in a digital platform competition was conducted following Webster and Watson (2002). Findings were integrated into a SCP framework to examine and understand the identified factors’ relational impact.

While analyzing factors under the SCP framework, all factors were divided into three categories: those impacting positively, those impacting negatively and those with ambiguous impact on the success and persistence in digital platform competition. Digital platform firms can exploit the positively impacting factors to increase market share by being distinctive from other digital platform firms and becoming dominant by withstanding competition. On the other hand, negatively impacting factors increase barriers to entry, intensify competition and reduce the distinctiveness of digital platform firms. Lastly, a few factors may have either a positive or a negative impact depending upon the particular characteristics of the firm/industry.

The study opens the scope for future research on empirically testing the developed conceptual framework and relationships by developing propositions to posit the possible impact of these factors on digital platforms’ success and persistence.

The study contributed to the existing literature by using SCP framework to analyze the factors affecting firm’s success and persistence in a digital platform competition. Also, the study has discussed the relational impact of factors rather than their impact in isolation.

]]>
Structure-conduct-performance (SCP) paradigm in digital platform competition: a conceptual framework10.1108/JSMA-07-2023-0184Journal of Strategy and Management2024-02-13© 2024 Emerald Publishing LimitedShatakshi BouraiRahul AroraNeetu YadavJournal of Strategy and Managementahead-of-printahead-of-print2024-02-1310.1108/JSMA-07-2023-0184https://www.emerald.com/insight/content/doi/10.1108/JSMA-07-2023-0184/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Sustainable board governance and sustainable supply chain reporting: European evidencehttps://www.emerald.com/insight/content/doi/10.1108/JSMA-07-2023-0189/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to investigate the impact of sustainable board governance, based on (1) sustainability board committees, (2) critical mass of female board members and (3) sustainability-related executive compensation, on sustainable supply chain reporting (SSCR). Based on stakeholder and critical mass theories, a sample of 1,577 firm-year observations for firms listed at the EuroSTOXX600 for the period 2017–2021 is used. Sustainable board governance and SSCR proxies are collected from the Refinitiv database. Correlation and logit regression analyses are conducted to measure the impact of sustainable board governance on SSCR. Sustainable board governance significantly improves SSCR. The findings are robust to various robustness checks, based on the modification of dependent and independent variables. Due to massive regulations on sustainability reporting, finance and corporate governance, firms listed on the EuroSTOXX 600 are focused in this analysis. The European capital market represents a unique setting for archival research. European standard setters should connect the relationship between sustainable board governance and SSCR in future regulations, for example, due to the recent corporate sustainability reporting directive (CSRD) and corporate sustainability due diligence directive (CSDDD). To the best of the author’s knowledge, this paper provides the first analysis on the impact of sustainable board governance on SSCR.Sustainable board governance and sustainable supply chain reporting: European evidence
Patrick Velte
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to investigate the impact of sustainable board governance, based on (1) sustainability board committees, (2) critical mass of female board members and (3) sustainability-related executive compensation, on sustainable supply chain reporting (SSCR).

Based on stakeholder and critical mass theories, a sample of 1,577 firm-year observations for firms listed at the EuroSTOXX600 for the period 2017–2021 is used. Sustainable board governance and SSCR proxies are collected from the Refinitiv database. Correlation and logit regression analyses are conducted to measure the impact of sustainable board governance on SSCR.

Sustainable board governance significantly improves SSCR. The findings are robust to various robustness checks, based on the modification of dependent and independent variables.

Due to massive regulations on sustainability reporting, finance and corporate governance, firms listed on the EuroSTOXX 600 are focused in this analysis. The European capital market represents a unique setting for archival research.

European standard setters should connect the relationship between sustainable board governance and SSCR in future regulations, for example, due to the recent corporate sustainability reporting directive (CSRD) and corporate sustainability due diligence directive (CSDDD).

To the best of the author’s knowledge, this paper provides the first analysis on the impact of sustainable board governance on SSCR.

]]>
Sustainable board governance and sustainable supply chain reporting: European evidence10.1108/JSMA-07-2023-0189Journal of Strategy and Management2023-12-20© 2023 Emerald Publishing LimitedPatrick VelteJournal of Strategy and Managementahead-of-printahead-of-print2023-12-2010.1108/JSMA-07-2023-0189https://www.emerald.com/insight/content/doi/10.1108/JSMA-07-2023-0189/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Spillover effects of microcredit on the GDP of surrounding cantons in Ecuadorhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-07-2023-0199/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this paper is to analyse the spillover effects of microcredit on the economy of Ecuador, with a particular focus on its potential as a poverty alleviation mechanism. To address our research questions, we take into account the distance between cantons (Ecuador’s own administrative distribution) by adopting a spatial autoregressive (SAR) model. To this end, a database will be constructed with macroeconomic information about the country, broken down by canton (administrative division of Ecuador), and in a 2019 cross section, with a total of 1,331 microcredit operations in all 221 of Ecuador’s cantons. We find a positive effect of microcredit on these neighbouring regions in terms of wealth generation. We acknowledge that this study is limited to Ecuadorian cantons. Nonetheless, it is crucial to emphasize that focussing on an under-represented developing country like Ecuador adds significant value to the research. Facilitating access to microcredit is one of the main solutions to address the goals proposed in the sustainable development goals (SDGs). Microcredit activity contributes to the creation of value and wealth in Ecuador, exerting a spillover effect in neighbouring areas that can generate positive multiplier effects and alleviate poverty. For all of the above reasons, our proposal for the country is to support and promote microcredit as one of the main solutions to address the goals proposed in the SDGs. The novelty of this study lies in the use of spatial econometrics to observe the indirect effects of microcredit on the regions bordering the canton in which it was issued, thus examining the spatial effects of microcredit on wealth distribution.Spillover effects of microcredit on the GDP of surrounding cantons in Ecuador
Carlos Fernando Ordóñez Vizcaíno, Cecilia Téllez Valle, Pilar Giráldez Puig
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The aim of this paper is to analyse the spillover effects of microcredit on the economy of Ecuador, with a particular focus on its potential as a poverty alleviation mechanism.

To address our research questions, we take into account the distance between cantons (Ecuador’s own administrative distribution) by adopting a spatial autoregressive (SAR) model. To this end, a database will be constructed with macroeconomic information about the country, broken down by canton (administrative division of Ecuador), and in a 2019 cross section, with a total of 1,331 microcredit operations in all 221 of Ecuador’s cantons.

We find a positive effect of microcredit on these neighbouring regions in terms of wealth generation.

We acknowledge that this study is limited to Ecuadorian cantons. Nonetheless, it is crucial to emphasize that focussing on an under-represented developing country like Ecuador adds significant value to the research.

Facilitating access to microcredit is one of the main solutions to address the goals proposed in the sustainable development goals (SDGs).

Microcredit activity contributes to the creation of value and wealth in Ecuador, exerting a spillover effect in neighbouring areas that can generate positive multiplier effects and alleviate poverty. For all of the above reasons, our proposal for the country is to support and promote microcredit as one of the main solutions to address the goals proposed in the SDGs.

The novelty of this study lies in the use of spatial econometrics to observe the indirect effects of microcredit on the regions bordering the canton in which it was issued, thus examining the spatial effects of microcredit on wealth distribution.

]]>
Spillover effects of microcredit on the GDP of surrounding cantons in Ecuador10.1108/JSMA-07-2023-0199Journal of Strategy and Management2024-03-21© 2024 Carlos Fernando Ordóñez Vizcaíno, Cecilia Téllez Valle and Pilar Giráldez PuigCarlos Fernando Ordóñez VizcaínoCecilia Téllez VallePilar Giráldez PuigJournal of Strategy and Managementahead-of-printahead-of-print2024-03-2110.1108/JSMA-07-2023-0199https://www.emerald.com/insight/content/doi/10.1108/JSMA-07-2023-0199/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Carlos Fernando Ordóñez Vizcaíno, Cecilia Téllez Valle and Pilar Giráldez Puighttp://creativecommons.org/licences/by/4.0/legalcode
Assessing supply chain management’s impact on new product performance: the mediating role of marketing innovation orientation during COVID-19https://www.emerald.com/insight/content/doi/10.1108/JSMA-08-2023-0226/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe main purpose of this study is to examine the influence of two characteristics of supply chain management (SCM) (resilience and integration) on new product performance (NPP) via the mediation of marketing innovation orientation. This study was designed by the quantitative method, and the research model was developed based on the resource-based view (RBV) theory of 211 managers from Israeli firms using SmartPls3 software. The main finding that emerges from this study is that marketing innovation orientation serves as a full mediator in the relationship between supply chain resilience (SCR) and NPP as well as in the relationship between supply chain integration (SCI) and NPP. Thus, companies that wish to achieve a competitive advantage over their rivals should improve and strengthen their marketing innovation orientation. By doing so, they enhance the relationship between SCM and NPP. The findings provide an applicable guideline for marketing managers. Managers should be ready to adapt to customers’ demands, environmental changes and, most importantly, disruptive events in a dynamic environment. The current study sheds light on the mechanism for NPP via integrating suppliers, customers and the organization. So, managers should adopt SCR and integration to strengthen their marketing innovation orientation in order to achieve NPP.Assessing supply chain management’s impact on new product performance: the mediating role of marketing innovation orientation during COVID-19
Gavriel Dahan, Michal Levi-Bliech
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The main purpose of this study is to examine the influence of two characteristics of supply chain management (SCM) (resilience and integration) on new product performance (NPP) via the mediation of marketing innovation orientation.

This study was designed by the quantitative method, and the research model was developed based on the resource-based view (RBV) theory of 211 managers from Israeli firms using SmartPls3 software.

The main finding that emerges from this study is that marketing innovation orientation serves as a full mediator in the relationship between supply chain resilience (SCR) and NPP as well as in the relationship between supply chain integration (SCI) and NPP. Thus, companies that wish to achieve a competitive advantage over their rivals should improve and strengthen their marketing innovation orientation. By doing so, they enhance the relationship between SCM and NPP.

The findings provide an applicable guideline for marketing managers. Managers should be ready to adapt to customers’ demands, environmental changes and, most importantly, disruptive events in a dynamic environment.

The current study sheds light on the mechanism for NPP via integrating suppliers, customers and the organization. So, managers should adopt SCR and integration to strengthen their marketing innovation orientation in order to achieve NPP.

]]>
Assessing supply chain management’s impact on new product performance: the mediating role of marketing innovation orientation during COVID-1910.1108/JSMA-08-2023-0226Journal of Strategy and Management2024-02-08© 2024 Emerald Publishing LimitedGavriel DahanMichal Levi-BliechJournal of Strategy and Managementahead-of-printahead-of-print2024-02-0810.1108/JSMA-08-2023-0226https://www.emerald.com/insight/content/doi/10.1108/JSMA-08-2023-0226/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Unraveling the mystery: exploring managers' attraction to excessive markets and investigating behavioral biases in market entry decisionshttps://www.emerald.com/insight/content/doi/10.1108/JSMA-08-2023-0230/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to address why managers enter the excessive market. A comparison of the facts and perceptions of entrants relative to success in the market shows that many entrants are confident about the viability of their businesses and enter the market. Accordingly, the authors simulate market entry decisions to detect behavioral biases. The authors adapted the entry decisions simulation method, which is supported by the theoretical foundations of signal detection theory (SDT) and signaling theory. The simulation model is implemented on the Anaconda platform and written in Python 3. The results of this study suggest that overestimation relates to excess market entry. Also, the proportion of excess entry under difficult conditions is always higher than under easy conditions. This research helps managers and firms think about their and their competitors' abilities and evaluate them before entering the market. Policymakers and practitioners can also design programs such as experiential learning to help entrants assess their skills. So far, no research has investigated the role of overconfidence under different market conditions. Accordingly, this study contributes to the current market entry literature by disentangling the debate between absolute and relative confidence and by considering the role of task difficulty.Unraveling the mystery: exploring managers' attraction to excessive markets and investigating behavioral biases in market entry decisions
Omid Soleymanzadeh, Bahman Hajipour
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to address why managers enter the excessive market. A comparison of the facts and perceptions of entrants relative to success in the market shows that many entrants are confident about the viability of their businesses and enter the market. Accordingly, the authors simulate market entry decisions to detect behavioral biases.

The authors adapted the entry decisions simulation method, which is supported by the theoretical foundations of signal detection theory (SDT) and signaling theory. The simulation model is implemented on the Anaconda platform and written in Python 3.

The results of this study suggest that overestimation relates to excess market entry. Also, the proportion of excess entry under difficult conditions is always higher than under easy conditions.

This research helps managers and firms think about their and their competitors' abilities and evaluate them before entering the market. Policymakers and practitioners can also design programs such as experiential learning to help entrants assess their skills.

So far, no research has investigated the role of overconfidence under different market conditions. Accordingly, this study contributes to the current market entry literature by disentangling the debate between absolute and relative confidence and by considering the role of task difficulty.

]]>
Unraveling the mystery: exploring managers' attraction to excessive markets and investigating behavioral biases in market entry decisions10.1108/JSMA-08-2023-0230Journal of Strategy and Management2024-01-02© 2023 Emerald Publishing LimitedOmid SoleymanzadehBahman HajipourJournal of Strategy and Managementahead-of-printahead-of-print2024-01-0210.1108/JSMA-08-2023-0230https://www.emerald.com/insight/content/doi/10.1108/JSMA-08-2023-0230/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Strategy in the era of “swans”: the role of strategic leadership under uncertainty and unpredictabilityhttps://www.emerald.com/insight/content/doi/10.1108/JSMA-09-2020-0242/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability. Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership. Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability. This is a conceptual paper and the authors cannot make any claims of causality. Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models. The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.Strategy in the era of “swans”: the role of strategic leadership under uncertainty and unpredictability
Henry Adobor, William Phanuel Kofi Darbi, Obi Berko O. Damoah
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.

Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.

Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.

This is a conceptual paper and the authors cannot make any claims of causality.

Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.

The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.

]]>
Strategy in the era of “swans”: the role of strategic leadership under uncertainty and unpredictability10.1108/JSMA-09-2020-0242Journal of Strategy and Management2021-07-28© 2021 Emerald Publishing LimitedHenry AdoborWilliam Phanuel Kofi DarbiObi Berko O. DamoahJournal of Strategy and Managementahead-of-printahead-of-print2021-07-2810.1108/JSMA-09-2020-0242https://www.emerald.com/insight/content/doi/10.1108/JSMA-09-2020-0242/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2021 Emerald Publishing Limited
Business digital transformation: strategy adaptation, communication and future agendahttps://www.emerald.com/insight/content/doi/10.1108/JSMA-09-2023-0233/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study addresses the pivotal role of digital transformation (DT) in the post-pandemic business landscape, identifying a notable gap in comprehending strategic adaptations and digital communication amidst the complexities of the digital era. It seeks to illuminate practical insights for businesses navigating through DT by intertwining its technological and organizational aspects. Employing a conceptual approach, this paper synthesizes existing literature and theoretical frameworks related to DT, integrating its technological, strategic and organizational dimensions. It utilizes real-world instances to elucidate the digital era’s practical implications and strategic adaptations. The study also proposes a research agenda that spotlights pressing DT issues, challenges and actionable strategies for businesses. Despite DT’s inherent complexity, the paper reveals that it is crucial for businesses navigating the contemporary digital landscape. It underscores the importance of strategic adaptations in DT, highlighting their implications on customer experiences and organizational structures amidst the evolving technological and market dynamics. Moreover, it accentuates the significance of effective digital communication strategies in enhancing user experiences and conveying value propositions adeptly. This paper brings vital aspects of DT impacting modern organizations, offering invaluable insights for practitioners and scholars aiming to comprehend and navigate DT’s complexities. The identified research gaps underscore the necessity for further exploration, aiming to broaden DT’s theoretical and practical facets.Business digital transformation: strategy adaptation, communication and future agenda
Marcello Cosa
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study addresses the pivotal role of digital transformation (DT) in the post-pandemic business landscape, identifying a notable gap in comprehending strategic adaptations and digital communication amidst the complexities of the digital era. It seeks to illuminate practical insights for businesses navigating through DT by intertwining its technological and organizational aspects.

Employing a conceptual approach, this paper synthesizes existing literature and theoretical frameworks related to DT, integrating its technological, strategic and organizational dimensions. It utilizes real-world instances to elucidate the digital era’s practical implications and strategic adaptations. The study also proposes a research agenda that spotlights pressing DT issues, challenges and actionable strategies for businesses.

Despite DT’s inherent complexity, the paper reveals that it is crucial for businesses navigating the contemporary digital landscape. It underscores the importance of strategic adaptations in DT, highlighting their implications on customer experiences and organizational structures amidst the evolving technological and market dynamics. Moreover, it accentuates the significance of effective digital communication strategies in enhancing user experiences and conveying value propositions adeptly.

This paper brings vital aspects of DT impacting modern organizations, offering invaluable insights for practitioners and scholars aiming to comprehend and navigate DT’s complexities. The identified research gaps underscore the necessity for further exploration, aiming to broaden DT’s theoretical and practical facets.

]]>
Business digital transformation: strategy adaptation, communication and future agenda10.1108/JSMA-09-2023-0233Journal of Strategy and Management2023-12-22© 2023 Marcello CosaMarcello CosaJournal of Strategy and Managementahead-of-printahead-of-print2023-12-2210.1108/JSMA-09-2023-0233https://www.emerald.com/insight/content/doi/10.1108/JSMA-09-2023-0233/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Marcello Cosahttp://creativecommons.org/licences/by/4.0/legalcode
Stakeholders in strategy-makinghttps://www.emerald.com/insight/content/doi/10.1108/JSMA-11-2023-0280/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestConventional wisdom says stakeholders matter to managers as they develop strategy – but do they? If so, what type of stakeholders matter and what can managers do? An in-depth exploration of five deep case studies where senior executives embarked upon strategy development. Analysis revealed five significant factors for managing stakeholders effectively. These findings include: determining the nature of a stakeholder, separating those who care about the strategy and its implementation from those who do not but still could impact it; addressing stakeholders at an appropriate level; considering internal as well as external stakeholders and attending to the stakeholders’ responses to proposed strategies and the consequent dynamics created. (1) The research was conducted with senior managers, and the authors detail the difficulties involved in doing so within the introduction and (2) The research was specific to the healthcare sector, but has relevance to all strategy makers. This paper explores five factors and their implications and suggests techniques to address them that are well established and available to promote the effective strategic management of stakeholders. Empirical research in strategy formation with elites is rare because it is difficult to gain access and trust. Empirical research in stakeholder studies is even rarer. By combining the two elements, the authors gather and interpret a unique dataset.Stakeholders in strategy-making
Fran Ackermann, Colin Eden, Peter McKiernan
Journal of Strategy and Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

Conventional wisdom says stakeholders matter to managers as they develop strategy – but do they? If so, what type of stakeholders matter and what can managers do?

An in-depth exploration of five deep case studies where senior executives embarked upon strategy development. Analysis revealed five significant factors for managing stakeholders effectively.

These findings include: determining the nature of a stakeholder, separating those who care about the strategy and its implementation from those who do not but still could impact it; addressing stakeholders at an appropriate level; considering internal as well as external stakeholders and attending to the stakeholders’ responses to proposed strategies and the consequent dynamics created.

(1) The research was conducted with senior managers, and the authors detail the difficulties involved in doing so within the introduction and (2) The research was specific to the healthcare sector, but has relevance to all strategy makers.

This paper explores five factors and their implications and suggests techniques to address them that are well established and available to promote the effective strategic management of stakeholders.

Empirical research in strategy formation with elites is rare because it is difficult to gain access and trust. Empirical research in stakeholder studies is even rarer. By combining the two elements, the authors gather and interpret a unique dataset.

]]>
Stakeholders in strategy-making10.1108/JSMA-11-2023-0280Journal of Strategy and Management2024-01-31© 2024 Emerald Publishing LimitedFran AckermannColin EdenPeter McKiernanJournal of Strategy and Managementahead-of-printahead-of-print2024-01-3110.1108/JSMA-11-2023-0280https://www.emerald.com/insight/content/doi/10.1108/JSMA-11-2023-0280/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited