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Holistic framework for a systemic approach of strategy development and implementation.
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In an increasingly complex business environment, companies need to reassess their strategic choices on a regular basis. However, companies are struggling to collect and efficiently interpret the relevant information on their business environment. Whereas market information is often analyzed, influences from the broader environment (e.g., society) a...
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... proposed using the framework according to Weissenberger-Eibl; a holistic model of the fields to be considered. Figure 6 shows the overall framework that combines these three methods. ...
Citations
... We propose a model to measure corporate strategies through their characteristics based on the literature. Companies must regularly reassess their strategic choices (Weissenberger-Eibl et al. 2019). In this sense, we collaborate to carry out the analyses formally. ...
In response to challenges and constraints within the market, companies frequently embrace corporate strategies and collaborate with other entities to amplify their impact on the market and respond to market threats and limitations, seeking synergy with other companies to increase their market. The adequate adoption of corporate strategies is fundamental for the success of organizations. Despite the importance of strategies, there is no specific procedure for identifying and measuring corporate strategies, and this article introduces a novel method for measuring corporate strategies named CORE: Corporate Strategy Evaluation. The design of the (CORE) started with a systematic literature review, adopting the PRISMA methodology. Five dimension questions were constructed: vertical integration, alliances, mergers, acquisitions, and diversification. Then, aggregation and sensitivity analysis procedures were created. The proposed method was experimentally evaluated in two scenarios with random data to test it. This study aims to enhance decision accuracy and strategic identification through a two-step process. Firstly, diagnostic questions are employed in step 1 to ascertain a company's adoption of a corporate strategy, leading to step 2. This method bringing a new way to mediate corporate strategies, analyze the behavior of companies over time, compare companies in the same segment, compare companies from different elements, identify patterns of strategy, enable future crossings between strategies and variables such as performance, risk, and also with other levels of strategy.
... The integration of systems thinking into the entrepreneurial domain, particularly in the context of digital transformation and the imperative for sustainability, has attracted considerable attention in contemporary research. Scholars are showing increasing recognition of the utility of systems thinking for unraveling the intricate web of challenges that characterize today's entrepreneurial ventures [36][37][38][39]. This paradigm advocates viewing firms not as stand-alone entities, but as components of a broader, interdependent ecosystem that includes multiple stakeholders, processes, and environmental considerations. ...
This study examines the relationship between digital transformation and sustainable practices within enterprises against the backdrop of global transformative forces framed within the holistic paradigm of systems thinking. It examines the extent to which digital advances either facilitate or impede the sustainable development of companies, while also considering the systemic impact of demographic variables (such as gender, age, education), national income levels, and geographical regions on business sustainability. Using data from the Global Entrepreneurship Monitor (GEM), which encompasses 26,790 entrepreneurs in 47 countries, this research uses multinomial regression to assess how these factors influence companies’ commitment to social and environmental goals. A key finding is that the strategic use of digital technologies in sales processes significantly increases the likelihood that entrepreneurs will integrate social and environmental considerations into their decision-making. Notably, this conscientious approach to business is most prevalent among entrepreneurs in Latin America and the Caribbean. Our findings underscore the central role of digital technologies in driving sustainable business transformation while also highlighting the significant influence of regional socio-environmental contexts on business sustainability orientations.
... Finding a unique educational identity is desirable for marketplace acquisition. The construction of a distinct mission and vision will lead to a distinct identity that makes it an oftenthought-of brand (Drennan et al., 2017;Matipira et al., 2019;Weissenberger-Eibl et al., 2019). Distinction is significant among scholars of many sciences, whether they are natural, physical or social, as a synonym for identity, which is represented through concepts, constructs or things (Cabrera et al., 2022). ...
This research aims to develop an incipient systemic approach constructed from the syntegration of stakeholder analysis (SA), stakeholder collaboration (SC) using the KJ method, and marketing projections to curate a viable brand identity for business computing educational departments that would be reflected through changes to the curricula. A case study is used to test the tentative approach using the holistic concepts of systems thinking. Results from the consolidation indicate an initial and developing approach that potentially sustains a brand identity of business computing departments in a systemic manner that reflects its marketplace. This study has both practical and theoretical implications. In practice, an approach is developed to curate the brand identity, and theoretical wise the study suggests the potential theorization of the effect of syntegration of SC, team facilitation and marketing projection on curating an educational brand identity. The study fills the research gap concerning the necessity of curating brand identity for computing programs within business schools.
... environment (Weissenberger-Eibl et al., 2019). Moreover, it is critical that they incorporate such data into their strategies, as doing so will support them in continuing to develop and achieve sustainability (Nguyen, 2019). ...
... The issue and its signs were highlighted in several earlier research. For instance, a study on " some of Iraqi private universities " found that 68% of those university had good programs [4,5]. As a result, the researcher found that organizational culture and strategic thinking are fundamentally crucial for achieving and enhancing excellence in the higher education sector. ...
... Sub-hypothesis 1: The strength of culture has a substantial impact on the quality of the institution. Table ( 4) demonstrates that, at significance level of 0.008 (less than 0.05), the effect value of (0.366) indicates that the culture of power has a direct effect on the advantage of Institutions in "Iraqi colleges". ...
... The entities could be physical or processes or markets , and are each relatively stable and related to other systems in a hierarchy (10). As (11) have mentioned According to systems theory, a system consists of several elements (subsystems) that have attributes and interact with each other. Due to interactions among elements, the system can have properties that its parts do not have. ...
... In a complex environment, it is essential for a firm's survival to adapt quickly and break away from old patterns. Applying a systemic approach is needed to overcome the limits of decision-making and information processing and to reduce biases in strategy development (11). When an organization faces increasing complexity, change and diversity of environment, it cannot deal only with solving the problem situations or finding the results of that situation because the problem we solve may be only part of the main problem. ...
The global business management became more challenging to the managers for resolving complex situations sprouting from the competition. System thinking has emerged as a tool to cope with the level of complexity in the markets by integrating the processes through logical frameworks. Marketing and management could be supported by system theories in every type of organization, in particular in firms that must manage complexity and sustainability with regard to the environment.
... The study of the organization of the foresight process, its place and role in the development of enterprises have become the object of attention of such foreign scientists as: M. Weissenberger-Eby, A. Almeida, F. Seus [1], A. Kononiuk [2] and others. In particular, they consider the principles of a system approach to the activity and formation of strategies in a changing business environment and emphasize the permanence of this activity and the adjustment of strategies [1]. A. Kononiuk substantiates that foresight is a tool for searching and adjusting options, while researching the level of foresight maturity of companies and involvement of stakeholders in the development of corporate strategies. ...
... The study of the organization of the foresight process, its place and role in the development of enterprises have become the object of attention of such foreign scientists as: M. Weissenberger-Eby, A. Almeida, F. Seus [1], A. Kononiuk [2] and others. In particular, they consider the principles of a system approach to the activity and formation of strategies in a changing business environment and emphasize the permanence of this activity and the adjustment of strategies [1]. A. Kononiuk substantiates that foresight is a tool for searching and adjusting options, while researching the level of foresight maturity of companies and involvement of stakeholders in the development of corporate strategies. ...
Foresight, as one of the most effective tools of strategic management, logically fits into the system of strategizing, which determines the relevance and actuality of the presented study. The desire to exchange traditions and management practices, along with consideration of scale, also contribute to the development of strategic management, in particular, foresight management. The purpose of the publication is to identify the essence of the available foresight studies and the possibilities of introducing their results in practice, in particular at the enterprises of the ICT industry. To achieve the purpose, general and special methods were used, such as methods of system analysis, analysis and synthesis, empirical methods of comparison and generalization, case method. The task is set as follows: studying the practice of application of foresight methodology in the ICT industry. The article considers the content and features of foresight as a tool of strategic management of enterprise development used to ensure their competitiveness. The purpose of the practical application of foresight is the implementation of strategic long-term forecasting, which is formed on the basis of expert opinions, analyses of factors, identification of stakeholders, displaying alternative trends in the development of enterprise, allowing to form development scenarios and implement the chosen strategy. Its main advantage consists in the maintenance of the provision of competitive advantages for a long time. Standard methods can also be used when conducting a foresight, the best practices and achievements of other enterprises can be implemented as well. The main steps of foresight management are substantiated. The efficiency and prospects of its application are determined. The positive and negative aspects of the application of foresight methodology in the enterprises’ projects were analyzed. The conclusions and results of the article can be of advantage in the educational-scientific process of the economic faculties of higher educational institutions. It is expedient to transfer them for practical use in the management of enterprises in order to increase their efficiency on an innovative basis.
... Successful strategy implementation requires contributions and cooperation from all levels of employees within an enterprise: Its effectiveness is impacted by the quality of people participating within the overall process (Obiero and Genga, 2018). Similarly, SI affects the whole organization and can only be successful if implemented and adopted throughout the entire organization (Weissenberger-Eibl et al., 2019); strategy implementation has a positive relationship with SME performance, if the enterprises possess well-developed and suitably strategic plans. Thus, strategy implementation is an important tool for an enterprise in achieving its objectives and goals. ...
PURPOSE: The purpose of this study is to aid the small- and medium-sized enterprise (SME) sector in Ho Chi Minh City (HCMC), resulting in enhancement, improved management performance, and sustainability in adopting beneficial competitive practices aligned to the new era. The study was conducted to determine the key managerial factors that affect the performance of Vietnamese SMEs. We analyzed factors like business planning, organizational commitment, strategy implementation, and managerial control, adopting the budget process as the mediating factor, as it was determined to positively affect SME performance. METHODOLOGY: In the pilot study, we collected 105 samples using the convenience technique and analyzed the results to examine and validate the reliability of the research instrument. A quantitative approach was used in the pilot study, which tested for reliability using Cronbach’s alpha and exploratory factor analysis (EFA) with the software IBM SPSS 20.0. The real study was conducted using quantitative analysis, where the randomization technique was applied to 403 suitable samples. A full quantity of data was tested using Cronbach’s alpha, confirmatory factor analysis (CFA), and EFA. Structural equation modelling (SEM) was used to test both the conceptual framework and the hypothesis of the real study. This study was conducted from October 2016 to June 2020. FINDINGS: Analysis of SMEs identified the mediating factor, budget process, as having a significant effect on the dependent factor, SME performance. Regarding the total effect on SME performance, among four independent variables, the variable with the highest positive total effect on SME performance was strategy implementation. The second highest positive total effect on SME performance was organizational commitment; the third highest positive total effect was business planning; and the fourth was managerial control. Therefore, it can be concluded that when SME managers change these key factors, they will change the level of performance for their enterprises. IMPLICATIONS: This research provides insight into the performance management of SMEs and how managerial factors affect the level of this performance management. In the results of study, the following key factors have been identified: strategy implementation, organizational commitment, business planning, managerial control, and the mediating role of the budget process. These independent variables have significant total effects on SME performance, and the theory’s implication builds on performance management to contribute to the field of management. This research model can be applied to management practices to restructure, innovate, and improve the overall performance of SMEs. Additionally, this study will provide SMEs with management procedures to compete, adapt, and enhance their sustainability within the global market. ORIGINALITY/VALUE: This model provides researchers and practitioners with the invaluable knowledge needed to manage enterprise performance, which will assist SMEs in developing as sustainable and competitive players in this new era.
... Analogising from living organisms to organisations, then, systems theory holds that a work unit (group, team, or organisation) represents an open system that operates within, yet diff erentiates itself from (delimited via a boundary), a broader environment (suprasystems). The work unit comprises several components (subsystems) that have attributes and that interact with one another; and because of this, the work unit can have properties that its subsystems do not have (Weissenberger-Eibl et al., 2019). Wo rk units compete with others in an external environment through a transformative process during which human and physical resources are extracted (input) and purposefully manipulated (process/technology) to create 'products' or 'services' (output) that are of value in the same environment. ...
... This principle has been fruitfully applied to investigating several organisational phenomena, including change processes ( ); yet, to our knowledge, it has not been fully explored with regard to leadership or management theory so far. We sought to complement and extend other recent reviews (e.g., Carter et al., 2020;Weissenberger-Eibl et al., 2019;Senge, Hamilton and Kania, 2015;Ramosaj and Berisha, 2014;Hogan and Kaiser, 2005) in the area by broadening this to the full spectrum of managerial functions to be performed by leaders in organisational settings. ...
The impending retirement of the world's senior management talent is creating a leadership vacuum globally. Human resources departments do have succession plans in place, but Generation Y has psychographical attributes and perspectives that diff er sharply from those of previous generations. The world of work has changed dramatically since the era of the Baby Boomers, calling into question the future ability of developing leaders from Generation Y to cope. A holistic human resources strategy to ensure an eff ective pipeline of future Generation Y leaders can only be successful if the complex nomological network of latent variables that characterise the graduate leader and the work environment and that aff ect graduate leaders' performance is fi rst validly mapped and understood. Accordingly, we merge an expanded form of a competency model with the notion of a nomological network, and we draw on job performance theory to develop a structural model that is off ered as a (partial) description of the psychological mechanism that regulates diff erences in the performance across future graduate leaders.
... Hence, employees affected by the NIH syndrome tend to devaluate or reject external input irrespective of its objective value (Lichtenthaler & Ernst, 2006). On the level of the organisation, NIH becomes economically damaging when external knowledge is rejected or underutilised despite being of considerable potential value (Laursen & Salter, 2006;Weissenberger-Eibl et al., 2019). ...
The not-invented-here (NIH) syndrome describes a negatively-shaped attitude of employees towards externally generated knowledge. Despite being cited as one of the largest barriers in the transfer of external knowledge, empirical evidence on interventions to overcome NIH remains scarce. To address this research gap, we design a brief and specific recategorisational-intervention on basis of the common in-group identity model in order to change employees’ attitudes towards external knowledge directly. Additionally, we take into account the effects of affirmations as a frequently mentioned countermeasure to NIH and also investigate the role of dual identities in recategorisation. To test our hypothesis, we conducted a large field experiment with a total of 1,097 employees within a multinational organisation. Results revealed that (I) organisational identification and status are positively related to higher levels of NIH, (II) a recategorisational-intervention completely removes the NIH bias and leads to a significant increase in the evaluation of external knowledge.
