Strategic schemas,strategic flexibility,and firm performance: the moderating role of industry clockspeed

We examine the moderating effect of industry clockspeed on the relationship between strategic schemas, strategic flexibility and firm performance. We employ two key properties of strategic schemas: complexity and focus. Using a sample of 225 firms from 14 industries, we show that the pattern of relationships among the theoretical constructs is different in fast‐ and slow‐clockspeed industries. The results suggest that complexity of strategic schemas promotes strategic flexibility and success in fast clockspeed industries, whereas focus of strategic schemas fosters strategic persistence, which is effective in slow‐clockspeed industries. Copyright © 2007 John Wiley & Sons, Ltd.     

Sustainable development and hospitality education: employers’ perspectives on the relevance for graduate employability

This paper examines hospitality employers’ perspectives of sustainable development (SD) and the implications for hospitality education, particularly graduate employability. An exploratory approach is used in this research where semi-structured interviews were conducted with employers of hospitality graduates. The results established that respondents had mixed understandings of the meaning and relevance of SD. These employers are, however, gradually recognising the value of sustainability for their business. Though it is not currently a priority in terms of a critical employability skill specifically for the hotel sector, related industries seem more mindful of the implications of sustainability credentials. Thus, hospitality educators need to take appropriate actions in subject-specific areas where SD is critical to employment opportunities, creating more industry-ready graduates who are also globally aware citizens.     

What’s so Mysterious about Mystery Shoppers? Understanding the Qualifications and Selection of Mystery Shoppers

Mystery shopping are a method of quality management that is utilized often in a variety of businesses. A holistic definition of a mystery shopper is, however, unclear. Literature relating to mystery shoppers was reviewed and analyzed through content analysis, to develop criteria which can be used to define a mystery shopper. The various traits identified were divided into personal traits, training elements, company considerations. The results of the paper provide a thorough analysis of the various traits that constitute a mystery shopper.     

Digital transformation: a review,synthesis and opportunities for future research

Management Review Quarterly - In the last years, scholarly attention was on a steady rise leading to a significant increase in the number of papers addressing different technological and...     

Managing strategic change: The duality of CEO personality

Using the five factor model (FFM) of personality, we delineate two distinct roles of CEO personality in managing strategic change: initiating strategic change and determining the performance effects of strategic change implementation. Based on data from 120 small‐ and medium‐sized enterprises (SMEs) in Ecuador, we found that some FFM traits of CEOs influenced initiation only (extraversion and openness), others similarly influenced initiation and performance effects of implementation (emotional stability and agreeableness), and still others had opposing effects on initiation and effective implementation (conscientiousness). These results point to a dual role of CEO FFM of personality in managing strategic change, and they indicate the differences in CEO FFM traits needed to initiate strategic change and those needed to improve the performance effects of strategic change implementation. Copyright © 2013 John Wiley & Sons, Ltd.     

Verifying India’S Exchange Rate Regime in the Pre-Reforms Period (1975–91)

Verifiability of an announced exchange rate regime becomes important in the context of credibility and transparency of a regime. These latter ideas become especially significant in the context of the currently reigning hypothesis of the missing middle, which postulates that exchange rate regimes intermediate to the corner regimes of ‘free floating’ and ‘firm fixing’ are increasingly becoming nonviable in a world of greater international capital mobility as these intermediate regimes are more difficult to verify. This paper attempts to verify India’s exchange rate regime in the so-called basket arrangement period. Using auxiliary information about the regime, it estimates the confidential Indian basket and shows that the behaviour of India’s exchange rate was not exactly as per the announced regime.

     

Environmental context,managerial cognition,and strategic action: an integrated view

This study addresses an apparent disconnect between two views of strategic action: the ‘economic view,’ which contends that industry structure is the primary influence on strategic action, and the ‘cognitive view,’ which suggests that managerial cognition drives strategic action. We argue that this disconnect has created artificial boundaries between the two perspectives and has limited our ability to develop holistic explanations of strategic action. In response, we develop an integrated model that answers two questions: 1) Does industry context affect managerial cognition? 2) Does managerial cognition mediate the relationship between industry context and strategic responses to environmental changes? To examine these questions, we study the relationship between industry velocity, the structure of top management's cognitive representation of the environment, and the speed of response to environmental events. We find that industry velocity influences the structure of cognitive representations, which in turn influence the speed of response to environmental events. These results support our contention that both industry and cognition variables are critical in developing explanations of strategic actions. These results have implications for our understanding of the development of top managers' beliefs, the relationship between beliefs and action, and the nature of the complex relationship between industry context, managerial cognition, and strategic action. Copyright © 2008 John Wiley & Sons, Ltd.     

Domestic mindsets and early international performance: The moderating effect of global industry conditions

We develop and test a sensemaking model of early internationalization that ties domestic mindsets to international industry conditions and early international performance. Our central contention is that the fit between international industry conditions and domestic mindsets will lead to superior early international performance. We test this contention with a sample of 178 large and established domestic firms from 20 industries. Our results highlight the role of domestic mindsets in the early phases of internationalization and prescribe the types of domestic mindsets needed to maximize early international performance in global, multi‐domestic, and transnational industry conditions. Our results also provide valuable insights to top managers of large and established firms on how to reduce the risk of failure and how to successfully prepare for and cope with international environments by matching their domestic mindsets with international industry environments. Copyright © 2010 John Wiley & Sons, Ltd.     

Co-Integration and Causality Testing of the Energy–GDP Relationship: A Cross-Country Study

In this paper, the energy–GDP relationship (in per capita terms) is analysed for a sample of 16 countries, over the time period 1950–51 to 1984–85. Co-integration theory is first used to test whether a long-run equilibrium relation exists between the two variables. After co-integration has been established, causality measures are constructed to quantify various types of feedback between energy and GDP for each country. It is then examined whether the causality measures are longitudinally related to certain basic economic indicators of the countries in the sample.