Strategic groups: Untested assertions and research proposals

Strategic group theory has become a popular tool for analyzing competitive structure of industries. Indeed, testing for the existence of strategic groups, and the impact of strategic groups on a firm's performance, has become one of the dominant areas of empirical research in the strategic management literature. Unfortunately, the impact of this stream of research will be limited until some fundamental assertions in strategic groups theory are tested. Two of these assertions are: (1) that strategic groups exist and (2) that a firm's performance depends upon strategic group membership. These key assertions in strategic group theory remain untested for a variety of theoretical and empirical reasons. What needs to be done to test these assertions is discussed. Until these tests are complete, the contribution of the strategic groups concept will be unclear. If these tests do not build credibility for the concept of strategic groups, it may be necessary to abandon this concept and develop models where the strategically relevant attributes of firms are those that are idiosyncratic.     

STRATEGIC ENVIRONMENTAL MANAGEMENT IN THE IRISH CHEMICAL/PHARMACEUTICAL INDUSTRY

Business strategy publications about decision-making have provided a large amount of information on decision-making relating to market share, competitive advantage, managing change and achieving quality. Nevertheless, little research has been carried out on strategic environmental management. Four in-depth case studies of environmental strategy formation and implementation in chemical/pharmaceutical companies in Ireland are presented here. A continuum describing the differing levels of strategic environmental management among the companies is developed. The dimensions for the continuum include attitude towards environmental management, compliance record, level of environmental training, environmental department structure and community relationship, among others. The findings suggest that environmentally proactive companies follow a decentralized or holistic approach to environmental management. Furthermore, these companies have developed an environmental philosophy which has been adopted throughout the organization. This philosophy is identified as environmental caring     

Achieving purchasing competence through purchasing performance measurement system design—A multiple-case study analysis

Purchasing competence, the level of strategic integration and alignment, is a key determinant of the purchasing function's impact on overall corporate success. Previous research has revealed that the implementation of a mature purchasing performance measurement system (PPMS) can be a means to attain a high level of functional strategic integration. In this research, we develop five propositions on how PPMS should be designed to facilitate strategic integration. We challenge these propositions using data gathered from four case studies with German companies from different industrial sectors. While each of these companies pursues multiple strategic objectives within Purchasing, the PPMSs designs focus heavily on cost-related strategy and performance dimensions. Thus, our findings indicate the need to develop PPMS schemes allowing a direct linkage between financial performance and non-financial performance measures in order to incentivize the desired multiple strategic goals beyond periodical cost reduction. Moreover, such measurement systems need to be adapted at the category level of purchasing practices to obtain the desired level of pre-defined strategic performance dimensions. Hence, the level of purchasing competence is determined at category level and a PPMS must transform strategy into measurable goals at this level.     

Assessing Mobility Barriers In Dynamic Strategic Groups Analysis

The Mobility Barriers Paradigm (Caves and Porter, 1977) has strongly influenced research in strategic management, particularly in the areas of competitive analysis and strategic groups. In this article we develop a procedure called MOBIUS, based on ‘match ratios’(MRs), in order to identify those competitive variables which act as mobility barriers in a particular industry. We also attempt to classify mobility barriers in terms of the degree of observed mobility around key strategic variables and the extent to which change is desired on these variables. the MOBIUS procedure is illustrated briefly in the context of the pharmaceutical industry.     

Strategic talent management: A review and research agenda

Despite a significant degree of academic and practitioner interest the topic of talent management remains underdeveloped. A key limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. The specific contribution of the current paper is in developing a clear and concise definition of strategic talent management. We also develop a theoretical model of strategic talent management. In so doing we draw insights from a number of discreet literature bases. Thus, the paper should aid future research in the area of talent management through (1) helping researchers to clarify the conceptual boundaries of talent management and (2) providing a theoretical framework that could help researchers in framing their research efforts in the area. Additionally, it aids managers in engaging with some of the issues they face with regard to talent management.     

PERFORMANCE IMPLICATIONS OF STRATEGIC COALIGNMENT: A METHODOLOGICAL PERSPECTIVE

Strategic coalignment - viewed in terms of internal consistency among key strategic decisions or the alignment between strategic choices and critical contingencies posed by either environmental or organizational contexts - is an important theoretical perspective in strategic management. However, extant research is characterized by both poor clarifications of the theoretical meanings of coalignment as well as inappropriate statistical modelling. This article adopts a methodological orientation to examining a general proposition of the performance implications of strategic coalignment among three generic strategy dimensions: marketing, manufacturing and administrative. Such a proposition is evaluated using three seemingly complementary perspectives of statistical modelling: (a) interactionist; (b) profile-derivation; and (c) covariation, and data collected from two hundred business units. The analysis and results generally support the proposition using two of three perspectives, thus raising critical methodological issues relating to multiple specifications of the statistical form of coalignment.     

An empirical examination of strategic sourcing dominant logic: Strategic sourcing centricity

Recently, much of the thought in strategic sourcing, i.e., dominant logic, has shifted away from the exchange of tangible goods and toward the exchange of intangibles, specialized skills and knowledge, and processes. This study refers to strategic sourcing dominant logic as strategic sourcing centricity (SSC) and describes it as a sourcing management′s mindset based on learning, performance, planning, and relational orientations and manifests itself in the implementation of SS to meet supply management objectives and satisfy stakeholder requirements. Building on insights on intangibility derived from resource-based theory (RBV), the study proposes and empirically tests strategic sourcing centricity (SSC). The authors test the operational measures of SSC dimensions and its impact on performance on a sample of 174 supply management executives. The results indicate strong support for the theorized framework. Managerial implications and future research agenda are provided.     

The emergence of the pluralism construct and the inpatriation process

The concept of centric (i.e. ethnocentric, polycentric, regiocentric and geocentric) orientations, applied to strategic international human resource management (SIHRM), has been argued to reflect the corporate top management dominant logic of managing and staffing multinational subsidiaries in hierarchical multinational corporations (MNCs). In this paper, we introduce a new, complementary concept of pluralistic strategic global human resource management (SGHRM) orientation for network-oriented global organizations. Moreover, we develop an integrative framework for SIHRM/SGHRM orientations, which accommodates both centric and pluralistic perspectives. The dimensions used in the framework development include: 1) nature of the headquarters-subsidiary exchange (transactional/relational); and 2) the differentiation of dominant relational norms governing co-operation in the multinational network (obligatory/consensual). By focusing on the interaction between formal and informal contractual and normative dimensions, we derive four distinct SIHRM/SGHRM orientations (exportive, adaptive, integrative and pluralistic). This conceptual framework offers insights into how the innovative global staffing practice of inpatriation may foster the emergence of the unique outcomes of social capital, trust, commitment and legitimacy in global networks.     

在线旅行服务企业战略绩效评价体系研究

本研究采用深度访谈法搜集数据,利用内容分析法构建了在线旅行服务企业战略绩效评价维度和指标,运用层次分析法和模糊综合评价法构建了在线旅行服务企业战略绩效综合评价体系。首先,将在线旅行服务企业战略绩效评价体系分为6个一级指标、16个二级指标和34个三级指标,财务状况、市场地位、产品质量、服务质量、员工关系和社会责任6个维度为一级指标;其次,运用层次分析法确定了各一级和二级评价指标的权重系数,其中财务状况的权重最高,随后依次是市场地位、产品质量、服务质量、员工关系和社会责任;最后,利用模糊综合评价法构建了在线旅行服务企业战略绩效综合评价体系模型。本研究在理论上丰富了在线旅行服务企业战略绩效管理的研究内容和理论,也为未来的实证研究提供了可靠和操作性强的战略绩效评价工具。     

Human integration following M&A: Synthesizing different M&A research streams

Despite the extensive amount of research on mergers and acquisitions (M&A), failure rates continue to be high. Increased attention has been attributed to human integration; however, as M&A are multifaceted complex phenomena, this paper presents a literature review on the strategic management school, the organizational behavior school, and the process school in order to provide an integrative perspective on post-merger integration. By exemplifying interrelationships in human resource management (HRM) in each school of thought, as well as in intricacies of human matters, we provide suggestions for research. First, human integration and its consequences for HRM need to be considered in a context-dependent manner. Second, human integration is not a static event, as employees evolve from the integration process, where changes need to be analyzed over time to develop an understanding for implications in HRM. Third, research needs to consider new methods or combinations of methods in order to overcome the de-naturalization of humans in M&A.     

THE ROLE OF COMPETITIVE GROUPS IN STRATEGY FORMULATION: A DYNAMIC INTEGRATION OF TWO COMPETING MODELS*

Alternative conceptualizations of competitive groups have been developed in the strategic management literature, namely, the ‘strategic group’and the ‘cognitive group’. These two views each have their own paradigm base and are often seen as incompatible explanations of intra-industry structure. This article analyses these two views and presents a model for each. It then goes on to develop an integrated model which uses both concepts as tools in framing strategy research. Propositions about the new model are also presented.     

企业社会责任战略模式演进的案例研究——以中远集团为例

本研究构建了企业社会责任战略模式的演进模型,将演进过程划分为起步、参与、整合和可持续发展四个阶段,并从战略意图、目标承诺、责任主题确认、利益相关者关系、管理措施、透明度和绩效评价七个维度对企业社会责任战略模式的演进阶段进行界定。以中远集团为例,对其2006—2011年度企业社会责任战略模式的演进过程进行了分析和判定。研究认为,企业社会责任战略规划的制定要在企业社会责任工作推进之初提上日程,并配以相应的资源,推动企业社会责任工作系统、规范、持续地前进。本研究所探讨的企业社会责任战略模式演进问题,对促进企业社会责任与战略管理领域的融合具有重要意义。     

Artificial intelligence (AI)-assisted HRM: Towards an extended strategic framework

Artificial intelligence (AI) affects human resource management (HRM), and in so doing, it is transforming the nature of work, workers and workplaces. While AI-assisted HRM is increasingly considered a strategy for improving organizational productivity, the academic literature has not yet offered a strategic framework to guide HR managers in adopting and implementing it. However, existing research in this area offers an opportunity to build such a framework. This systematic review of 67 peer-reviewed articles helps to achieve this objective. We critically examine the organizational and employee-centric outcomes of AI-assisted HRM and develop a strategic framework to guide its practice and future research.     

The organizational infrastructure of continuous improvement – an empirical analysis

To pursue constant incremental improvements, firms must develop the dynamic capability of continuous improvement (CI). Research suggests that an organizational infrastructure is necessary to sustain CI capability. Although there have been some attempts to delineate a comprehensive model for CI infrastructure, empirical investigation is still underdeveloped. The present study explores key dimensions of the organizational infrastructure—strategic alignment, teamwork for problem solving, and goals management systems. We analyze their effects on CI capability by using a database of 266 firms. We identify the variables that underlie the organizational infrastructure through exploratory and confirmatory factor analysis of measurement items, and then we perform a structural equation model linking the infrastructure to CI capability. Our findings suggest that strategic alignment and teamwork for problem solving affect CI capability. This study contributes to the operationalization of the organizational infrastructure and to the understanding of how it affects CI capability in operations management contexts.     

Talent management: A critical review

If the volume of literature in the popular and practitioner press is any guide, practitioners in the field of human resources are now primarily in the business of talent management. But what is talent management and what basis does it have in scientific principles of human resources and management? In this paper we address this question by reviewing problems with the definition of talent management and the lack of data supporting many practitioner claims. We then outline research that supports a systems-oriented definition of talent management that focuses on the strategic management of talent. We then outline future avenues of research to further develop the field of talent management and tie it more closely to the large volume of work in strategic human resources management.     

The evolution of the intellectual structure of operations management—1980–2006: A citation/co-citation analysis

Citation analysis combined with a network analysis of co-citation data from three major operations management (OM) journals is used to reveal the evolution of the intellectual structure of the OM field between 1980 and 2006. This spans the entire time since the beginning of research journals specific to the field. Employing a bibliometric citation/co-citation analysis to investigate the foundations of the discipline enables a robust, quantitative approach to uncovering the evolution of research in OM. The study finds that the intellectual structure of the field made statistically significant changes between the 1980s, the 1990s, and the 2000s and evolved from a pre-occupation with narrow, tactical topics toward more strategic, macrotopics, including new research methods and techniques. A factor analysis identifies the 12 top knowledge groups in the field and how they change over the decades. Illustrations of the structure of the co-citations representing the field are generated from a spring-embedded algorithm that is an improvement over the standard multi-dimensional scaling (MDS) approach to illustrating the knowledge groups.     

A comparative analysis of corporate entrepreneurial orientation between selected firms in the Netherlands and the USA

Firms in turbulent or fast-changing environments must continually innovate to remain competitive. This study examined how a firm's strategic management practices influence its entrepreneurial behaviour as compared to an international competitor. Four firms in the Netherlands were each matched with a key competitor in the USA. Several survey measures related to the strategic management process were used along with an instrument related to corporate entrepreneurship practices. Both managers and employees participated in the study. Results revealed significant differences between the Netherlands firms and the US competitors in entrepreneurial orientation. Results also supported these comparative differences along three key dimensions of strategic management as they relate to corporate entrepreneurship. The final set of data revealed a relationship between corporate entrepreneurship and three measures of firm performance. The implications focus upon the key role that culture may play in facilitating corporate entrepreneurship and adaptable organizational practices. Suggestions for further research are also made.     

Value Management in Project Portfolios: Identifying and Assessing Strategic Value

Projects are expected to bring value to their constituents. Value management in project portfolios has centered on the maximization of commercial value and identification of future business prospects. In this study, the goal is increased understanding of the identification and assessment of strategic, non‐commercial value in project portfolios. We map the relevant dimensions of strategic value and supplement previous frameworks with the non‐commercial aspects. Ecological, societal, and learning values have only been studied conceptually and qualitatively in earlier research. We propose future research on these values in quantitative settings and exploring collective sensemaking as part of project portfolio value management.     

组织记忆与企业家战略领导能力关系的实证研究

企业家战略领导能力是带领企业持续健康发展的重要因素之一,组织记忆是战略领导能力构建的重要源泉。文献梳理建立了组织记忆与企业家战略领导能力的理论模型与假设,实证研究表明:组织记忆对企业家战略领导能力有显著正向影响;组织记忆内容对提升企业家战略决策能力和战略控制能力的影响强于组织记忆管理水平,而企业家战略思维能力和战略实施能力的提升则更多受到组织记忆管理水平的影响。     

Theoretical implications from the case of performance-based human resource management practices in Japan: management fashion,institutionalization and strategic human resource management perspectives

In Japan, a new type of human resource management (HRM) practices called ‘performance-based HRM practices’ (seika-shugi in Japanese) emerged in the 1990s, and has been adopted by many Japanese firms. In this paper, I illustrate how these type of practices emerged as a management fashion, diffused across a large number of Japanese firms, and became institutionalized in the Japanese business context; and discuss the relationship between performance-based HRM practices and firm performance. This illustration is used to develop a theoretical framework to better understand the relationship between HRM practices and firm performance by integrating theories of management fashions, institutionalization and strategic HRM. Suggestions for future research are also discussed.