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Strategy and Structure: Chapters in the History of the American Industrial Enterprise
Abstract
Sumario: Historical setting -- Du Pont: creating the autonomous divisions -- General Motors: creating the general office -- Standard oil company (New Jersey): ad hoc reorganization -- Sears, Roebuck and company: decentralization, planned and unplanned -- Organizational innovation: a comparative analysis -- The spread of the multidivisional structure -- Conclusion: chapters in the history of the great industrial entreprise.
... According to Lukic and Mirkovic (2018), in order to achieve efficiency and effectiveness, organizations must alter their business models and structural characteristics to meet the needs of strategic stakeholders in the industry. Thus, a seminal work of Chandler (1962) found that structure is the design of the organization through which the enterprise is administered. Ng'ong'a, Awiti and Imbambi (2019) define structure as the architecture of business competence, leadership, talent, functional relationships and arrangement of hard and soft elements. ...
... These studies formed the basis of the structure follows strategy paradigm which was later tested and confirmed in Britain (Rumelt, 1974); Nigeria (Ogollah, & Bolo, 2018). Ogollah and Bolo (2018) further confirm that the relationship between diversification strategy and multidimensional structure postulated by Chandler (1962) focusing on administrative efficiency remains applicable to today's market only that it requires broadening based on current circumstances. Hamilton (2003) studied the impact of organizational politics on structuring of organizations in Nigeria and found that structure changed in response to organizational politics. ...
... The need for the concept of strategy in business became greater after World War II, as business moved from a relatively stable environment into a rapidly changing and competitive environment. Chandler (1962) defined strategy as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals. According to Markiewick (2011) strategy is a management plan of action for the conduct of business operations. ...
The paper examines the impact of strategy on complexity structure of quoted organizations in Agricultural, Banking, Foods and Beverages Manufacturing Industries in Nigeria. The objective was to compare the impact of strategy on complexity structure across the quoted organizations in three industries (Agricultural, Banking, Foods and Beverages Manufacturing Industries) in south-south Nigeria. The study adopted a nomothetic methodology while the target population of the study was thirty-three (33) quoted organizations across the three industries (Agricultural, Banking, Foods and Beverages Manufacturing Industry) in south-south Nigeria. The census approach was employed in the study while primary data was generated from a sample comprised of three (3) senior management staff each in the (33) quoted organizations making it a total of 99 respondents using semi-structured questionnaire. The validity for the study was ascertained using content and face validity, while reliability was measured using Cronbach Alpha with instruments attaining the threshold of a >.70. The study employed descriptive and inferential statistics to analyze response rate and the multiple regression was employed to establish the impact of strategy on complexity structure to ascertain the independent difference of across the three industries. The findings showed that strategy has more influence on structural complexity of quoted organizations in Banking Industry, than quoted organizations in Agricultural Industry and further in Foods and Beverages Industry in south-south Nigeria. The study concludes that strategy influenced complexity structure and restructuring of organization across Agricultural, Banking, Foods and Beverages Industry in Nigeria. The study recommends that management and industry leaders of organizations in banking industry, organizations in agricultural industry, organizations in foods and beverages industry in Nigeria should consider the significant of concentric divestment, retrenchment strategy, sell-off obsolete factories, innovation strategy, market, product, process, when changing and restructuring organizations in the industry.
... The following summarizes the main points of the observed researches: a) The strategic management definitions based on some scholars (Drucker, 1955;Chandler, 1962;Cannon, 1968;Uyterhoeven, Ackerman, & Rosenblum, 1977;Ansoff, 1979;Porter, 1980;Fahey, 1989;Teece, 1990;Montgomery & Porter, 1991;Miller & Dess, 1996;Johnson & Scholes, 2002;Nag, Hambrick, & Chen, 2007;Omalaja, Eruola, & College, 2011;Ferreira et al., 2014;Wheelen, Hunger, Hoffman, & Bamford, 2017;Wheelen, David Hunger, Hoffman, & Bamford, 2018;Susanti, Tariq, & Carmelo, 2023); b) The strategic management main theories used (Fiedler, 1964;Rumelt, 1974;Jensen & Meckling, 1976;Porter, 1980;Nelson & Winter, 1982;Freeman, 1984;Barney, 1995;Teece et al., 1997;Raible, 2013); c) The strategic management classification researches on tools and techniques (Helms & Nixon, 2010;Aguilar, 1967;Drucker, 1974;Daniel, 1961;Camp, 1989;Theiss, 1937;Barra etal., 2020;Juglar, 1862;Tse & Wilton, 1985;Rizzi, 2009). ...
... However, it was in the 1950s and 1960s that strategic management became a distinct study area. During this period, scholars like Peter Drucker (1974) and Alfred Chandler (1962) dedicated their efforts to researching the pivotal roles played by top-level executives in establishing strategic direction and formulating longterm plans (Fuertes et al., 2020). Drucker introduced the concept of management by objectives by emphasizing the indispensability of comprehending external factors in decision-making processes. ...
... Several authors have addressed the idea of strategy across time. One of them is Chandler (Chandler, 1962), who claims that strategy is defining a company's longterm goals and objectives, adopting actions, and allocating essential resources to attain the objectives. Also, Iverson and Andrews (Iverson & Andrews, 1987), mention that a strategy refers to a conceptual framework encompassing the objectives, policies, purposes, goals, and plans of the organization, that are designed to determine the specific industry or sector in which the company operates or intends to operate. ...
Purpose: This paper aims to shed light on the evolution of strategic management over time, including definitions, supporting theories, tools, importance, and application in various business settings, and highlight the challenges and future trends of strategic management. Theoretical Framework: In the available studies, various researchers examine SM utilization. Others have established tools and techniques, while others have contributed to their definition and classification, or investigated which SMs are in use. However, academics and practitioners seldom debate strategic management literature in depth. Gunn and Williams (2007) noted that there is a dearth of papers concerning strategic management. More must be realized about Strategic management. Design/Methodology/Approach: This paper employs a systematic review design, also known as an overview, which is a comprehensive synthesis of primary research studies. These approaches are utilized to identify, compile, critically, and synthesize all pertinent issues about the subject (Cipriani & Geddes, 2003). Findings: Companies that aim to achieve success and remain competitive over the long term must utilize strategic management, which provides organizations with a framework for making decisions, maintaining consistency and cohesion, boosting productivity and flexibility, and promoting teamwork. Therefore, strategists should have a comprehensive understanding of the evolution of strategic management, including the concepts, theories, and tools that could help achieve strategic goals. Research, Practical & Social Implications: This paper contributes to additional evidence for those interested in strategic management scholars or managers to pay more attention to the tools and theories, that could be improving their organizations. In addition, this study complements the systematic literature review documents related to the content of SM. Moreover, Future research could be extended or discriminate between various types of tools and theories that could apply to strategic management. It could also investigate additional on the changing that facing strategic management. Originality/Value: This study contributes to filling the gap in the dearth of studies in the strategic management field. The study also provides insights into the definitions, supporting theories, tools, importance, and application in various business settings, and highlights the challenges and future trends of strategic management.
... e a compras, produção e distribuição, reduzindo as diferenças de custo entre as várias empresas. E por fim, a racionalização de recursos em expansão: a ênfase se concentra na estratégia mercadológica para abranger novas linhas de produto e novos mercados.grandes industriais. Isso move as grandes indústrias provocando a quebra de grandes paradigmas.Chandler (1969) conclui que diferentes ambientes levam as empresas a adotar novas estratégias e as estratégias exigem diferentes estruturas organizacionais. Uma coisa leva a outra.Como contribuição a modernização da estratégiaChandler (1969) mostra que é possível entender a organização com o viés consultivo. Que a investigação com o método correto trás ...
... Isso move as grandes indústrias provocando a quebra de grandes paradigmas.Chandler (1969) conclui que diferentes ambientes levam as empresas a adotar novas estratégias e as estratégias exigem diferentes estruturas organizacionais. Uma coisa leva a outra.Como contribuição a modernização da estratégiaChandler (1969) mostra que é possível entender a organização com o viés consultivo. Que a investigação com o método correto trás resultado. ...
... fatias de mercado sem maiores custos a organização. O fator preponderante deChandler (1969) é o estudo das estruturas e suas adaptações ao ambiente. A estratégia conduz a estrutura.3.4 ...
Este estudo visa, baseado em pesquisas já realizadas envolvendo as teorias em estratégia, descrever e comparar a evolução do pensamento estratégico e suas principais contribuições, tendo como referência obras seminais de destaque no meio acadêmico. A pesquisa aborda os seguintes autores: Renée Maugbourne. A pesquisa foi concebida como uma revisão de literatura e qualitativa, e delimitou-se a estudar as respectivas obras a respeito de teoria, de uma forma paradigmática. A coleta de dados foi por meio de pesquisa bibliográfica, a partir dos anos de 1930 a 2000. A análise de dados foi a leitura e compreensão destas obras. Conclui-se que é possível atribuir uma evolução e complementariedade das respectivas obras para formulação da teoria em estratégia estudada na contemporaneidade. PALAVRAS-CHAVE: Estratégia; Formulação de estratégia; Evolução da estratégia. ABSTRACT: Based on research already conducted involving theories of strategy, this study aims to describe and compare the evolution of strategic thinking and its main contributions, using as reference seminal works of academic prominence. The research addresses the following authors: Renée Maugbourne. The research was conceived as a literature review and qualitative approach, and delimited to study the respective works regarding theory, in a paradigmatic way. Data collection was by means of bibliographic research, from the years 1930 to 2000. The data analysis was the reading and understanding of these works. It is concluded that it is possible to attribute an evolution and complementarity of the respective works to the formulation of the theory of strategy studied in contemporary times.
... Over the past decades, organizations have changed the ways in which they are structured and managed. The classical theory of organizational structure, influenced by researchers such as [1] and [2], was about the universal principles of the organizational model. Organizational theorists and practitioners wanted to find a better way of organizing [3] or to more effectively match employees with the right jobs [4]. ...
... Modern organization design emerged from a variety of studies in the 1950s and 1960s. One current, developed in the United States, is best exemplified by the work of Alfred Chandler in his book "Strategy and Structure" [2]. He found that the different organizational structures we had observed could be explained by differences in companies' strategies. ...
The purpose of this article is the theoretical treatment of organizational structuring aspect, with special emphasis on the role of pyramidal organizational structure in organizational efficiency and effectiveness. More broadly, it talks about the importance of the organizational structure for the division of tasks, roles, responsibilities, authority and so on, as well as the importance of the optimal breadth of management in the success of organizations, respectively in the correct and clear understanding of roles of each member within the organization. Likewise, it is intended that through the study carried out in 50 enterprises in Kosovo, the importance of applying an adequate organizational structure that ensures their success will be presented. The study made it clear at what level the pyramidal organizational structure is applied by these enterprises and how much efficiency and effectiveness this structure has provided to them.
... Economies of scale required the coordination of a large number of skilled people and the integration of huge amounts of tangible assets to take advantage of these economies. Organizations have consequently adapted to these dynamics by modifying their organizational structures (Chandler, 1962) or by setting up new organizational forms, such as multinationals, as geographical scale has increased. With greater scale also came greater issues for coordinating and managing action. ...
In this introduction to this special issue, we have examined issues of scale and non-scalability, inspired by Tsing’s work and recent calls for an ethics of care and responsiveness, thus highlighting the need to develop more care and relationality in the study of complex problems and grand challenges (Beacham, 2018; Benschop, 2021; Böhm et al., 2022; Jeffrey & Thorpe, 2024; Mercier-Roy & Mailhot, 2024; Vijay et al., 2023; Vijay & Monin, 2018). This means recognizing the agency and value of human and nonhuman beings, prioritizing local knowledge, mutual respect, solidarity and coexistence.
... The study of how organizations are structured has a rich history that goes back to early examinations of bureaucracies and organizations with multiple divisions (Chandler 1969). Following this, the concept of contingency theory evolved, suggesting that organizations should be designed differently depending on various external and internal factors, highlighting the need for a well-aligned internal structure (Miller et al. 1984). ...
In recent times, organizations have increasingly adopted structures in which decision making is distributed rather than centralized. This approach often leads to task allocation emerging from the bottom up, moving away from strict top-down control. This shift raises a key question: How can we guide this emergent task allocation to form an effective organizational structure? To address this question, this paper introduces a model of an organization where task assignment is influenced by agents acting based on either long-term or short-term motivations, facilitating a bottom-up approach. The model incorporates an incentive mechanism designed to steer the emergent task allocation process, offering rewards that range from group-based to individual-focused. The analysis reveals that when task allocation is driven by short-term objectives and aligned with specific incentive systems, it leads to improved organizational performance compared to traditional, top-down organizational designs. Furthermore, the findings suggest that the presence of group-based rewards reduces the necessity of mirroring, i.e., for a precise matching of the organizational structure to task characteristics.
... Firm size, particularly the asset base of a firm, has long been a key facet of management research and practice (Adler, 2012;Afuah, 2003;Axioglou & Christodoulakis, 2021;Coase, 1937;Williamson, 1985). Right from the days of the industrial revolution to the mass production economy, the integration of assets to build a larger enterprise has always been a core strategy for achieving greater productivity, realizing better economies of scale and scope, and fostering innovation and knowledge-based capabilities (Adler, 1995(Adler, , 2012Buzzell, 1983;Chandler, 1962Chandler, , 1977Chandler, , 1990. Even in modern times, given the significance of global markets and acquiring critical resources for sustaining competitive advantage, integrating more assets and expanding firm size is considered a critical strategy. ...
With the arrival of the new millennium, many industries across the developed economies are increasingly facing volatile, uncertain, complex, and ambiguous business environments—often characterized as VUCA—caused by a host of disruptive factors hyper-competition, globalized value chains, high-velocity business cycles, frequent technological changes, shorter product life cycles, unstable financial markets, and the rise of the digital economy. These disruptions are triggering serious financial crises within the traditional scale-economy industries by decoupling the link between the firms' size and growth-related strategies and profitability. By capturing the changes in firms' assets, revenue, and financial performance with the help of long-range panel data on public companies, this study traces the impact of such disruptions on the financial performance of firms operating in the traditional scale-based industries in the U.S. economy.
The findings of this study on longterm financial performance of U.S. public firms defy the conventional wisdom. With evidence, this study contradicts (major economic theories) the Agency theory and related corporate governance practices, market efficiency paradigm, and the logic of increasing returns and economies of scale. study indicates emerging challenges to corporate management due to disruptive technologies, widening global competition, dynamic consumer trends, and volatile financial markets and highlights further the implications for firms' strategy, corporate governance, and organizational design.
The study advances a new perspective on size, efficiency, profitability, and governance of public firms operating in a new knowledge-based global economy and industry environments characterized by volatility, uncertainty, continuous innovations, and intense global competition. The study recommends descaling, dis-aggregation, and dispersion of both firms, financial markets, and governance practices and fixing the stock price-to-firms earnings ratio, market caps, and firms' index listing based on realistic performance measures and intrinsic worth of assets with the objective of protecting long-term shareholders interests.
... While strategic vision undoubtedly provides entrepreneurs direction and purpose, effective resource management is equally essential for efficiently executing entrepreneurial strategies. As argued by Chandler (1962), effective resource management involves allocating and utilizing resources in a manner that aligns with the organization's strategic objectives and enhances its competitive position. This requires entrepreneurs to acquire and accumulate resources and deploy them judiciously to maximize their utility and value. ...
The purpose of this study is to explore the multifaceted nature of successful entrepreneurship within a dynamic business landscape by examining the interplay between strategic orientation, resource orchestration, and organizational agility. Adopting a multi-perspective approach, the research design involves a comprehensive review of literature from diverse disciplines, including strategic management, entrepreneurship, organizational theory, and complexity science. Through synthesizing key findings and discussions from the literature, this study elucidates the fundamental determinants of entrepreneurial success and offers insights into the mechanisms underlying strategic entrepreneurship. The findings underscore the paramount importance of strategic agility, resourcefulness, and a holistic approach to entrepreneurship in navigating the complexities of the modern business environment. Implications of this research extend to both theory and practice, highlighting the need for entrepreneurs to integrate strategic vision, resource management, and dynamic capabilities to achieve sustainable competitive advantage. Furthermore, the study emphasizes the value of adopting an interdisciplinary approach to entrepreneurship research, integrating insights from diverse disciplines and methodologies to inform theory, practice, and policy in the field of entrepreneurship.
... 105-110) Considerándose a Brown como un innovador en la materia, constructor de muchos de los controles financieros básicos de DuPont.En esa época era el hombre más versado en los Estados Unidos sobre el desarrollo y uso de estas nuevas herramientas administrativas. Sus logros fueron ejemplo de la aplicación de procedimientos de información y estadística en la administración de empresas complejas (Chandler, 2003). ...
Es importante adentrarnos dentro de la práctica del análisis financiero con un espíritu fáctico, veraz y objetivo que permita proporcionar un margen de referencia y generar medios de análisis e interpretación de la información para toma de decisiones.Para ello, es necesario establecer objetivos y utilizar de manera óptima herramientas analíticas. Ha sido un hecho destacable el dinamismo y razonamiento con el que se ha abordado de manera particular el estudio de las finanzas; cada una de las metodologías y avances que se desarrollan en nuestros tiempos denotan más la carencia de control o dominio sobre los efectos financieros y la interpretación que da un buen análisis financiero. Así, el objetivo de este trabajo es analizar las variables que intervienen en el desarrollo de la formula Du Pont, visto desde una perspectiva administrativa.
... Her empirics were likewise historical and institutional, as evidenced in her Hercules study (see Penrose, 1960). Note her methods differed from Chandler's 'compare and contrast' study of the adoption of the M-form in his 50 US companies (Chandler, 1962). Chandler's intuition was that all firms in all industries needed to adapt their structures as their strategies evolved, especially to cope with diseconomies of scale. ...
... According to A. Chandler, "strategies of institutional transformation and development strategy of the industrial complex should be synchronized and not contradict each other". The main tool to ensure their consistency is the formation of a clear hierarchy of strategies with the definition of the place of the transformation strategy in it [46]. Strategies developed by R. Chin, D. Kenneth, and P. Benne mainly characterize the strategies that provide for the use of personnel potential for the transformation of enterprises, as well as the involvement of personnel in the transformation process [47]. ...
The digitalization of the high-tech economy is complicated due to several issues. One can mention non-synchrony and imbalance in the development of industrial enterprises and their integrations; changes in the elements and relations between enterprises and the external environment; as well as contradictions between the actors. Therefore, a new institutional system for industrial integrations needs to be formed. This article proposes a concept and scenario of the institutional change needed to bolster industrial integrations in the digital economy. The structural logic and algorithm of the process provides for the gradual progress through seven phases of institutional transformation. The authors have developed an institutional change management platform for strategic transformation, the core of which is a decision-making system. The platform supports the management of digital and material business processes of industrial integrations. The conceptual approach is based on a comparison of the life cycles of enterprises and their markets. The article proposes a methodology for assessing the readiness of industrial integrations to implement institutional change strategies using modified Shewhart control charts. The methodology is based on a two-criterion approach to the analysis of finances, production reserves, human resources, organizational structures, management technologies, corporate institutions, and a personnel motivation system. This approach allows determining the level of compliance of the resources available with the requirements of the transformation strategy implementation plan. The methodology has been tested at 14 enterprises functioning as industrial integration actors. According to the dynamics of the level of readiness to implement the transformation strategy, enterprises within the framework of industrial integrations are divided into three groups: enterprises with consistently high, medium, and low levels of readiness to implement the strategy.
... De acuerdo a diversos autores, el pensamiento estratégico, aparece como un proceso que conlleva intuición, la capacidad de anticiparse a estados futuros de desarrollo organizacional y sobretodo una actitud abierta y proactiva para alcanzar las metas (Morrisey, 1997;Vivas, 2000;Castañeda, 2001;Labarca, 2008). Para Chandler (2003) la estrategia es la determinación de metas y objetivos a largo plazo, las acciones a emprender y la asignación de recursos necesarios para el logro de dichas metas. Esta visión conlleva una visión de continuidad para poder predecir de la mejor manera escenarios futuros. ...
Este trabajo tiene como objetivo analizar la importancia de desarrollar el pensamiento estratégico como un elemento clave para el análisis y diagnóstico organizacional en entornos cada vez más competitivos y caracterizados por la incertidumbre. Actualmente, asistimos a cambios económicos, políticos, sociales y culturales que hacen replantear el devenir de las organizaciones y generar estrategias efectivas que responda a los desafíos y las oportunidades. Se pretende abordar aspectos teóricos fundamentales orientados a reflexionar acerca de su contribución al desarrollo empresarial, la formación profesional y su incidencia en la consolidación del talento humano. Se concluye la necesidad de encontrar una perspectiva que responda a la complejidad inherente a las organizaciones de la actualidad, enfatizando en el desarrollo de un estilo de gestión que faciliten la comprensión de lo nuevo y la necesidad de generar entornos de aprendizaje que faciliten el cambio y el desarrollo organizacional.
... Para Chandler (2003), "la estrategia es la determinación de las metas y objetivos de una empresa a largo plazo, las acciones a emprender y la asignación de recursos necesarios para el logro de dichas metas" (p. 5). ...
Introduction:
The internationalization of professional education in sports universities is a latent need involving every university actor to improve scientific and academic quality.
Aim:
To suggest implementing a strategy that contributes to professional education in sports universities.
Materials and methods:
This study relied on materialist dialectics as the philosophy of any given method that will be used, the theory of knowledge and logic. Besides, theoretical, empirical, and statistical methods were used. The expert opinion and Iadov's techniques were used as well.
Results:
the actions included in the strategy suggested favored the preparation of the managing body, the teaching staff, and students. The implementation of this strategy contributed to greater academic and scientific quality and broader international expansion of the university. Hence, the control, evaluation, and accreditation processes will provide room for assessment and self-assessment on a systematic basis, concerning the advances and setbacks of the internationalization process.
Conclusions:
the implementation of the internationalization strategy for professional education has engaged the university community, as part of the international and inter-cultural dimension of the major roles of the institution, and engaged the academic and scientific community to a broader extent.
... The proposition of a simplified alternative model integrating strategy, structure, and culture (organizational) incorporates the essence of the theoretical discussions established by Chandler (1962) and Shein (2010), in addition to reflecting the contemporaneous views on the dynamics between culture and strategy (Neves & Meira, 2020). This theoretical approach not only facilitates the adoption of digital transformation by the Brazilian automotive companies, but also can enable a more efficient and less intimidating implementation. ...
Objetivo do estudo: Elucidar os fatores críticos de sucesso na gestão de projetos de Transformação Digital no setor automobilístico brasileiro, diante dos desafios e mudanças impostas pela economia digital e as crises econômicas nacionais. Metodologia: Realização de uma pesquisa qualitativa com análise de entrevistas semiestruturadas de 12 executivos de quatro grandes montadoras de veículos no Brasil, utilizando o software MAXQDA para a análise de dados qualitativos. Originalidade/ relevância: A pesquisa aborda uma lacuna nos estudos acadêmicos focados nos fatores críticos para o sucesso de projetos de Transformação Digital, particularmente no contexto da Indústria Automobilística Brasileira (IAB), oferecendo insights significativos para futuras pesquisas e contribuindo para o corpo de conhecimento científico sobre a Transformação Digital. Principais resultados: os resultados apresentaram um modelo com os fatores críticos de sucesso e as melhores práticas para o gerenciamento de projetos de Transformação Digital na IAB. Contribuições teórico/metodológicas: Identificação de fatores críticos de sucesso comuns na gestão de projetos de Transformação Digital na IAB e proposta de um modelo habilitador para implementação em projetos futuros, visando aumentar suas chances de sucesso no mercado competitivo atual. Contribuições para a sociedade: O estudo propõe um modelo para a Transformação Digital na IAB que pode melhorar a competitividade e eficiência das empresas, enquanto contribui para a economia e sustentabilidade da sociedade, promovendo inovação e gerando empregos especializados.
... The RBV approach underpins the concept that the organisation is considered a 'collection of resources' (Wernerfelt, 1984), and the firm's resources are the primary determinant of competitive advantages. Tan (2009) cited that the RBV concept can be traced back to earlier studies (Coase, 1937;Selznick, 1957;Penrose, 1959;Stigler, 1961;Chandler, 1962Chandler, ,1977Williamson, 1975) which inspired the development of the resource-based view on firms. Amit and Schoemaker (1993) define a resource as "stocks of available factors that are owned or controlled by the firm," which can be tangible and intangible. ...
This study examines the relationship between determinant factors (local factor conditions, related and supporting industries, policies and regulations), FDI attraction and the firm’s competitive advantage for foreign electronics manufacturing companies in Northern Malaysia. This quantitative study was carried out using online self-administrated survey questionnaires (Likert’s rating scale) which collected a total 443 completed questionnaires by managerial personnel from foreign electronics manufacturing companies in Northern Malaysia. Independent variables are local factor conditions, related and supporting industries, policies and regulations as FDI determinant factors; mediating variable is FDI attraction and firm’s competitive advantage is the dependent variable. The data were analysed using SPSS and ADANCO software to examine the relationship. The results of the PLS-SEM reveal that FDI attraction is a significant mediator between FDI determinant factors and firm’s competitive advantage through local factor conditions and policies and regulations, but not for local related and supporting industries. The study also shows local factor conditions and policies and regulation have significant direct effect on FDI attraction among foreign electronics manufacturing companies in Northern Malaysia. The research model offers a basis to develop a more comprehensive framework for future studies which suggest a neo-positivist research approach using mixed methods combining elements of quantitative and qualitative research can be considered for future research for a more holistic discovery of the subject matter.
... In the context of investigating the effects of sustainability initiatives on supply chain resilience and performance, Contingency Theory is relevant because it highlights the importance of considering contextual factors, such as industry characteristics, geographic location, and organizational culture, when implementing sustainability initiatives. By understanding the contingencies that influence the effectiveness of sustainability practices, organizations can tailor their approaches to enhance supply chain resilience and performance (Chandler, 1962). ...
Purpose: The aim of the study was to investigating the effects of sustainability initiatives on supply chain resilience and performance Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: The investigation into sustainability initiatives' effects on supply chain resilience and performance revealed significant benefits. Companies that integrated sustainable practices into their supply chain operations experienced improved resilience against disruptions, such as natural disasters or supply chain disruptions. Additionally, these initiatives often led to enhanced operational performance, including cost savings, efficiency improvements, and better relationships with stakeholders. Overall, the findings suggest that integrating sustainability into supply chain management can contribute positively to both resilience and performance outcomes. Unique Contribution to Theory, Practice and Policy: Resource-based view (RBV) theory, institutional theory & contingency theory may be used to anchor future studies on investigating the effects of sustainability initiatives on supply chain resilience and performance. Practitioners should prioritize the implementation of integrated sustainability strategies that align with organizational goals and supply chain objectives. Policymakers play a critical role in creating an enabling environment for sustainable supply chain management practices.
... Strategic planning has been defined in a variety of ways and is regularly associated with other terms, including, but not limited to, strategy, strategic management, strategic leadership, strategic thinking, and strategic position-all of which also have varying definitions. Strategy, itself, focuses on sustainably allocating resources to achieve goals that drive the competitive advantage of an organization over an extended period (Chandler 2003;Johnson et al. 2020). ...
This article discusses the benefits of engaging library staff in a department strategic planning process, using the University at Albany Libraries’ Access Services Department as an example. The author describes the process used to create a department strategic plan, which involved a combination of department meetings, independent and group work, and ongoing communication to maintain staff engagement. The resulting plan connected department goals and initiatives to the strategic plans of the University at Albany and the University Libraries to provide staff members with a better understanding of the importance of their work to the overall strategic direction of the university. Additionally, the planning process provided staff with a morale boost, and the plan served as a communication tool to articulate the contributions of the department to the university community.
... Bu yaklaşımların en baskın olanları genelde şöyle sınıflandırılabilir:1. Bir akılcı ve analitik planlama süreci olarak strateji(Chandler, 1969) 2. Durumsallığın gereği olarak doğaçlama (emergent) stratejisi(Mintzberg ve Waters, 1982) 3. Atılım kaldıracı (stretch and leverage) olarak strateji(Prahalad ve Hamel, 1996) 4. Alternatif seçimleme (Trade-Off) olarak strateji(Porter, 1980) 5. Kaynak kullanımına dönük strateji(Grant, 2002) 6. Çevreye bağımlılık (context dependency) olarak strateji (Bartlett vd., 1999) 7. Kontrol enformatiği paradigması olarak strateji ...
In the cities of today, there is a perpetual decreasing character of the quality of life as an inverse ratio with development of its and a new planning paradigms have been need truly interpreting to the future in the urban context. Planning approach that, will have obtaining to increase of this quality and most actual of these, is "the strategic planning approach". The basic aim of the transportation politics is obtained transportation needs with particular volume and quality of citizen in suitable conditions. However, it is produced and form a transportation system compatible with strategic goals related to urban development that will be adapted, articulated to come developments. In this frame, if the transportation has been considered to be a fragment of urban space and land use, transportation planning and policies related to urban strategic planning will be seen clearly most important in point of urban entirety and spatial quality.
... Thus, the firm's technology portfolio evolves in response to the firm's growth and development strategies (Yayavaram and Ahuja, 2008). Many scholars have emphasized that firms have to follow diversification strategy to maintain or even increase their growth rate at a certain stage (Chandler, 1962;Peteraf, 1993;Kang et al., 2021). Diversification is a corporate strategy to enter into new products/services or markets involving substantially different technology and knowledge (Huang et al., 2010). ...
In the current knowledge‐intensive economy, a firm's intellectual capital refers to its idiosyncratic internal and external knowledge‐related assets. While technological knowledge is a major constituent of intellectual capital, past research has often equated it with technological capability. However, technological capability includes not only codified knowledge, but also tacit know‐how that is not captured by formal intellectual property. We argue that while a firm's patents might serve as a proxy for measuring its base of technological knowledge, they are not a good proxy for a firm's technological capabilities. Therefore, we offer a novel approach based on a machine learning technique to capture a biopharmaceutical firm's technological capabilities using the clinical trials that it carries out. Picturing a hypothetical journey where firms transform and exploit technological knowledge to move towards building technological capabilities, we address a research gap on the link between a firm's depth and breadth of technological knowledge on the one hand, and its technology diversity on the other. Analyzing a sample of 204 biopharma firms from 2006 to 2018, we find a positive relationship between the breadth of technological knowledge and technology diversity in a firm. In contrast, the relationship between the depth of technological knowledge and technology diversity is negative. We also find that in the presence of product/market diversification, the positive relationship between the breadth of technological knowledge and technology diversity is stronger. Implications for research and practice are also discussed.
В данной статье рассматриваются исторические аспекты развития концепции стратегического управления компанией, основные этапы развития стратегического управления, а также матрица стратегического управления.
This article considers historical aspects of the development of the concept of strategic management of the company, the main stages of the development of strategic management, as well as the matrix of strategic management.
Strategy research has long been concerned with how firms build on the technological knowledge they create, and has focused on legal enforcement, complementary assets, and location decisions. Less attention has been paid to how internal firm structures support the appropriation of future cumulative innovations: what has been termed "generative appropriability." Drawing on innovation and social network research, we propose that more integrated intrafirm inventor networks, and those with nearly decomposable structures, facilitate generative appropriability by accelerating within-firm generation of follow-on innovations, thus outpacing rivals. We find evidence for these effects in patent data from 1,417 large corporations over 26 years. The acceleration effect is strongest in the critical first few years after an initial invention. We thank seminar audiences at
The objective of this investigation was to examine the relationship between strategic management and organizational performance at Ebonyi State Fertilizer and Chemical Company Ltd, Abakaliki. The specific objectives were to examine the relationship between strategy formulation and organizational performance at Ebonyi State Fertilizer and Chemical company Ltd, Abakaliki; to determine the relationship between strategy implementation and organizational performance at Ebonyi State Fertilizer and Chemical company Ltd, Abakaliki; and to examine the relationship between organizational performance and strategy evaluation. The study made use of descriptive research design. This study's designated subjects were 420 employees of Ebonyi State Fertilizer and Chemical Company Ltd. in Abakaliki. By employing the Simple Random sampling method, as determined in the table by Krejcie and Morgan (1970), the researchers culled 201 respondents from the target population. The primary data for the investigation were obtained through a self-administered questionnaire. To examine the relationship between the variables, a Pearson Product Moment Correlation analysis was performed using SPSS, an abbreviation for Statistical Package for the Social Sciences 27.0. A significant correlation has been observed between strategy formulation and the performance of organizations, as indicated by the research findings. Strategy implementation has a strong positive relationship with the overall performance of Ebonyi State Fertilizer and Chemical Company Ltd. in Abakaliki. Additionally, the study revealed a strong positive correlation between strategy evaluation and the overall performance of Ebonyi State Fertilizer and Chemical Company Ltd, Abakaliki. For improved plan execution, it was suggested that enhancing resource allocation, stakeholder communication, and organizational structure are essential.
This concluding chapter of the book “Strategic Agility in Dynamic Business Environments: Unveiling Foundations, Current Perspectives, and Future Directions” synthesizes the journey of strategic agility through different periods, emphasizing its centrality in the contemporary and future business landscape. It accentuates the key factors and aspects relevant to strategic agility. It also identifies three aspects—entrepreneurial orientation, uncertainty management, and absorptive capacity—that, despite their importance, have been marginally featured in strategic agility by the selected firms. Based on various cases, the chapter underscores its relevance for all industries and markets. The chapter concludes by asserting the need for further research and academic dialogue to better understand and integrate these elements into strategic agility frameworks.
This chapter takes a historical perspective on the theoretical underpinnings of strategic agility. It provides an overview of seminal contributions by influential scholars who helped pave the way for the strategic agility paradigm. The analysis delineates key preconditions, enablers, and enhancing factors related to agility. It also highlights the integral relationship between agility and uncertainty that recurs across seminal works. The discourse begins by tracing early warnings against rigid planning mentalities and the gradual shift from forecasting to flexibility and scenario thinking. It then explores the transition from closed to open innovation models as environmental velocity accelerated. The review also reveals an evolution from resource exploitation to dynamic capability building as sources of competitive advantage became less durable. Additionally, it elucidates the progression from avoidance of uncertainty to management approaches such as options thinking. The analysis examines the theoretical underpinnings of core strategic agility attributes, including organizational ambidexterity, entrepreneurial orientation, rapid decision-making, and absorptive capacity. It also reveals both alignment and tensions between these concepts and traditional strategic management theories. Finally, the chapter underscores how the imperative for strategic agility, as emphasized by contemporary discourse, was foreshadowed by insights from early scholarship. The enduring quest for strategic agility in navigating external ambiguities and adapting internal activities remains critical in determining competitive positioning.
This chapter focuses on research contributions to understanding supply chain management through the processes, flows, roles and behaviours that occur within supply structures. Supply processes and flows are tangible and intangible. SCM and logistics research has focused more on tangible flows of materials and information, whereas purchasing and supply management have focused on relational aspects, particularly within the dyadic relationship. Historically there has been more SCM research attention to large, high-volume manufacturers able to influence other organisations in the supply structures they operate in. Less is understood about the supply processes of smaller and less influential organisations. In some supply situations it is possible to be managerial but in others supply chain managers have to cope and react. There has been very little research in the field of SCM on supply markets, their structures and processes, and how large organisations, confederations and governments may influence supply markets.
El propósito del presente estudio es proporcionar un análisis de la información relacionada con las publicaciones de investigación científica asociadas a la gestión universitaria, y su relación con la estrategia, cultura y estructura, disponibles en Web of Science y Scopus. El estudio se desarrolló considerando la siguiente pregunta, ¿cómo se relaciona la estrategia, estructura y cultura en la sostenibilidad de las instituciones de educación superior? Con el fin de alcanzar el objetivo implícito en ella, se desarrolló un análisis bibliométrico a través del programa VOSviewer®. Se identificó los conceptos recurrentes que sirvieron de base para estructurar, a través de un análisis de contenido, la fundamentación teórica de las categorías fundantes que generan tensión en la formulación del problema. Posteriormente, se presenta la discusión que plantea la interacción de las categorías incluidas en la investigación. En el análisis realizado se hace alusión a cómo los elementos de gestión estratégica influyen en las dimensiones de la sostenibilidad, ahí se propone un aporte diferencial susceptible de ser aplicado en contexto, según la naturaleza y tipología en las IES, trascendiendo el alcance de la discusión teórica. Se identificó que la estrategia, la estructura y la cultura son elementos transversales de una categoría emergente en el estudio denominada gobernanza, que está asociada a la gestión estratégica, a la plena autonomía universitaria, a los nuevos instrumentos de responsabilidad pública y al aseguramiento de la calidad. Se encontró que la gobernanza, es catalogada en la literatura reciente, como el factor determinante para la sostenibilidad de las IES.
This study examines the relationship between packaging strategies and
customer loyalty in detergent manufacturing companies in Rivers State. The
survey research design was adopted. The target population for this study
comprises of the seventeen detergent manufacturing firms in Rivers State as
obtained from Port Harcourt Chamber of Commerce, Industry, Mines and
Agriculture (PHCCIMA) as at December, 2022. Since the population is small
the study adopted seventeen as its sample size. However, the sample element
was five respondents for each detergent manufacturing firm in Rivers State
making eighty-five respondents. Eighty-five copies of questionnaire were
administered to the respondents. Seventy copies of questionnaire were returned
and used for the analysis. The hypotheses were tested using Spearman Rank
Correlation Coefficient with the help of Statistical Package for Social Sciences
(SPSS) version 22. The study found that labeling and product attractiveness
have positive and significant relationship with customer patronage and
customer retention. Based on this, the study concludes that packaging
strategies has significant positive relationship with customer loyalty of
detergent manufacturing firms in Rivers State. The study recommends that
producers of detergents should concentrate their efforts on making the package
of product very attractive in order to attract the interest of their customers,
ensure high product distinction between its products and that of competitors’
products so as to enhance consumer rating or evaluation of the product, and
organizations should not relent in its efforts in improving background image of
their detergents as these have been found to be very useful in attracting
customers for purchase trials and also manufacturers of detergents should
ensure that the prices of detergents are fair enough to enhance consumer
patronage and preference.
Supply chain (SC) adaptability (SC-Ad) implies that SC processes should change and adapt to anticipated structural and market changes. However, when these changes are related to shifts from exploitative to explorative focuses, companies face an inflexibility problem because of involved uncertainties, creating a barrier to obtaining SC-Ad. This research proposes to overcome this barrier by integrating new combinations of the product/market strategy and SC processes and securing their fit over time. To get it, this study proposes two SC-Ad drivers (related to the SC process (ASCOS) and new product development competences (PDC)), which secure the aforementioned fit by reducing its uncertainties and thus ensuring a SC-Ad that responds to emerging competitive changes. Measurement and structural models were assessed following PLS-SEM. ASCOS and PDC’ relative importance was analyzed using the importance/performance/analysis procedure. PLS, PLS-predict, and CVPAT were used to analyze model’s in-sample and out-of-sample predictive capacity. ANOVA was used to compare SC-Ad, ASCOS and PDC in different plant groups. Results suggest that ASCOS and PDC are SC-Ad’s drivers, and that the plants with highest SC-Ad values are those with the higher ASCOS and PDC’ values. This expand knowledge about SC-Ad drivers, which represents an important literature gap. In an indirect way, some new light is also added to the topic of ambidextrous management. The adequate generalizability of these results is supported by a) a wide multi-country, multi-informant, and multi-sector sample of 268 plants, b) a good out-of-sample model predictive capacity c) no heterogeneity issues.
Purpose: One of the most powerful and talked about approaches in the management and leadership of modern business today is Organisational Purpose. When placed at the heart of strategy, it is said to increase employee engagement exponentially, resulting in the unlocking of human potential, lighting up passion and enthusiasm within people, and beating the line in financial performance through overservicing and delighting customers, by as much as 42% compared to the stock market. However, as much as Organisational Purpose is heralded as the core motivation behind the sustainable success of any organisation, 90% of these purpose-led strategies fail in implementation. The article investigates this phenomenon. Theoretical Framework: This study falls within the framework where leadership and strategy implementation meet. One of the most profound gaps identified during the literature reviewed for this article is that the purpose (‘deep self’) of an organisation cannot be defined or even implemented without defining the individual purposes (‘deep self’) of its leadership, in that an organisation can only ever be as conscious as its leader. Design/ methodology/ Approach: This study, therefore, sets out to create a framework that can guide leaders towards implementing corporate purpose into organisational culture through raising leadership and organisational consciousness and, in doing so, overcoming this persisting barrier to implementation. By choosing Action Design Research as the methodology for this research, the researchers co-create a potential solution with 14 Chief Executive Officers, each a market leader within their diverse industries. Findings: A solution that suggests that the successful transformation of corporate purpose into organisational culture lies at the intersection of the individual purpose of each executive leader, the purpose of the organisation, and the individual purpose of each of its employees. Against the plethora of existing frameworks, which are by and large said to be unsuccessful in the face of implementation failure, the framework presented as a product of this study offers an alternative solution. Research, Practical & Social Implications: A practical solution that puts the potential of people at its heart is offered as a framework for implementation. Originality/Value: The framework is called: ‘The Growing Greatness Implementation Framework’. This presents a new and unique contribution to the current literature about Strategic Business Management.
O estudo objetivou analisar as demonstrações contábeis de grupos empresariais da área educacional listadas na bolsa de valores do Brasil - B3 - Brasil, Bolsa, Balcão , sob o aspecto de folga organizacional e sua relação com o desempenho econômico, frente ao fator pandemia, à luz da Teoria da Contingência. A pesquisa caracteriza-se como descritiva, com abordagem quantitativa e documental. A amostra é composta por 6 grupos educacionais totalizando 66 observações e o recorte temporal de 2019 a 2021. Utilizou-se da Economática® para a extração de dados e para análise foi utilizada a estatística descritiva e correlação de Pearson com uso do software SPSS® e análise de dados em painel com regressão linear Pooling model por meio do software R Studio. Os resultados desta pesquisa indicam que a pandemia da COVID-19 afeta de maneira inversa a folga organizacional no desempenho. A variável folga recuperável isoladamente, tem influência negativa no desempenho, mas, ao considerar a pandemia a influência é positiva “inversa” sobre a variável folga recuperável. Conclui-se, então, que a pandemia da covid-19 pode atuar de forma inversa a folga organizacional no desempenho. Destarte, este estudo contribui para a literatura enriquecendo a teoria já existente sobre a folga organizacional no desempenho econômico e ainda a moderação da pandemia sobre a folga organizacional.
The study, which assesses the effects of strategic planning on manufacturing companies' performance, has drawn so much attention among business practitioners and academic researchers in the last two decades as globalization came fully into the limelight. However, in Nigeria, there are few empirical studies conducted to investigate the relationship between strategic management and firm performance. Thus, the main objective of this study was to provide further evidence on the effects of strategic management (SM) on the performance of manufacturing industries in Nigeria. Five large-scale manufacturing firms located in the Lagos metropolis were selected. The study relied on primary data obtained using a structured questionnaire administered to 50 purposively selected respondents from the selected firms. The collected data were analyzed using analysis of variance (ANOVA) and correlation analysis, as well as descriptive analysis, in pursuance of the stated specific objectives of the study. The result showed that strategic management had significant effects on the profitability and operational performance of the selected manufacturing firms. Also, strategic management had a positive relationship with the level of competition among the firms. This study concluded that the practice of strategic management is the sine qua non for boosting firm performance in the manufacturing industries in Nigeria.
This research explores the diffusion of Chief Marketing Officer (CMO) positions in top management teams (TMTs) of modern organizations. Using institutional theory and through several propositions, it posits that memetic isomorphism plays a significant role in the evolution of CMO roles in TMTs. It studies various internal and external contingencies that promote or undermine the diffusion (mimicry and not mimicry) of CMO positions. These contingencies include market dynamism, R&D intensity, differentiation, concentration, diversification, growth, and TMT size. By studying how CMO positions evolve, this research will substantially contribute to marketing leadership, business strategy, and TMT literature, and it will improve our understanding of the CMO role as a signal of marketing significance in the firm.
The current study investigates the direct and indirect effects of firm-specific and environmental factors on export performance. Specifically, the study investigates the direct and indirect (mediation role of promotion (PR) and research & development (RD) activities) effect of capital structure (CS), availability of cash (CA), competition from informal sector (CI), and political instability in home countries (PI) on export performance (EXP). Partial least square structural equation model (PLS-SEM) is used to analyze a year data (2022) from sample of 161 firms in Ethiopian manufacturing industry (i.e. Leather industry, textile industry, and Food & Beverage industry), to find the relation between independent (CS, CA, CI, and PI), mediating (PR and RD), and dependent (EXP) variables after controlling for factors like firm size, and industry category. The result indicates that CS has robust direct and indirect effects on EXP while PI has only direct effect. However, CA needs the intermediation of other variables (i.e. RD) to affect EXP. This finding supports the argument that assessments of direct relationships should not be the primary concern in marketing studies; rather, the sum of the direct and indirect effects of a particular variable must be evaluated for more interpretation.
This study discusses and analyses the concepts and theories of corporate strategy. Firstly, it introduces the concept of corporate strategy, then it introduces the types and characteristics of corporate strategy, and finally it introduces the theoretical knowledge related to the strategy formulation and implementation of enterprises. By studying the concepts and theories of corporate strategy, it can help companies to identify key factors, formulate effective strategic goals and strategies, and assess their impact on organisational performance. In addition, the findings can provide academics with new theoretical perspectives and research methods to promote the further development of corporate strategy research.
In today's conditions, an integral element of the enterprise management system and a strategic task of financial policy is to determine the level and implementation of measures and actions to ensure financial security. This is substantiated by the rapid globalization and integration processes of business activity, variability and instability of the market space, and force majeure. The priority in developing a financial strategy is its substantiation, which is possible through a comprehensive analysis of financial and economic activity. The purpose of the article is to study the main approaches to strategy development, methods and models of analytical support for the management process of forming a financial security strategy for enterprises. The study used general scientific, special, economic and mathematical methods of cognition of the studied processes and phenomena. Comparison, generalization, analysis, synthesis and systematization are used to understand the strategy, strategic management, and financial security. Structural-logical, tabular, graphical methods, elements of economic and mathematical analysis are used to determine the criteria that influence the formation of a financial strategy for security-oriented management. Analysis is a comprehensive component to substantiate all stages and processes of forming a security-oriented management strategy and implementing a financial security strategy, the main stages of which are: preliminary analysis of the generation of a financial security strategy; analysis at the stage of implementation and implementation of the financial security strategy of enterprises; analysis at the stage of monitoring the implementation of the financial security strategy, the effectiveness of its implementation and adjustment, if necessary. When analyzing and formulating a financial security strategy, it is necessary to use methods of quantitative and qualitative analysis. The most effective are models using economic and mathematical methods and modeling, elements of which are used in the study. The article examines the role of analysis and proposes a model of analytical support for the financial security strategy of enterprises. A systematic hierarchy of indicator ratios has been formed, which are the criteria of financial security and are grouped into groups of indicators: liquidity, financial stability, business activity and profitability. The potential function of an integrated assessment of the level of financial condition of an enterprise made it possible to rank the criteria and prioritize the factors and risks affecting financial security, which minimizes their impact when formulating a strategy in security-oriented management. A detailed analysis of strategic options for ensuring the financial security of the enterprise with criterion justification and a system of measures will be the subject of further investigations.
The main objective of this study is to examine the effect of branding on marketing performance of pasta products in Abia State, Nigeria. The research design used for the study was the survey method. All customers of the selected pasta products in Umuahia, Abia State of Nigeria formed the population of the study. 380 customers of the selected pasta products in Umuahia, Abia State were sampled. Judgmental sampling method which is a non-probability sampling technique was used in the study. All analyses and test of hypotheses were done with multiple regression model. The electronic software used was the SPSS software version 25.0. Results revealed that Brand name was statistically found to be significant and positively affects customer patronage of selected pasta products in Abia state, Nigeria. Also, brand image was found to be statistically significant and positively affects customer patronage of selected pasta products in Abia state, Nigeria. Similarly, brand association was found to be statistically significant and positively related to customer patronage of selected pasta products in Abia state, Nigeria. It was recommended that pasta products manufacturing firms should strive to build strong brand equity through their brand names. Pasta product manufacturers must also recognize the importance of product information through proper branding. Consumers will be properly guided by such branding as to the use of the products.
Nowadays activity strategies of TNCs become the basis of their success on international markets with the growth of globalization and integration of the world economy. Understanding of the competitive components of these strategies allows companies to adapt to changing conditions and remain competitive. The authors of the article have investigated the activities of the main European automotive TNCs and have come to the conclusion that the production of auto components is an important part of activity for automotive concerns. Automotive TNCs have gone beyond their regions long time ago and now their main goal is to increase sales on the global market. In addition, the authors have considered the main factors which influence the market strategies of the world’s leading car manufacturers. The market power of a buyer becomes a driving force for the strategic plan formation of the automotive TNCs due to the fact that TNCs put the convenience of the consumer in the first place not only in the context of using the product but also in its purchase. Today, mobile applications become an important tool for the development of sales channels where car dealers can send any information to a potential buyer. The authors note that the need for personal vehicles may decrease in the future. The main reason for such situation is the popularization and growing awareness of residents about the advantages of car sharing compared to owning a car and the lower cost of this service compared to a taxi. Today, well-known automotive TNCs enter the market of car sharing services. Recently, automotive concerns have become increasingly dependent on supplier companies. Therefore, stable relations with them, their innovative development, pricing policy have a huge impact on the marketing strategies of automotive TNCs. Another factor is the threat of the appearance of new competitors. Indian and Chinese TNCs enter the global automotive market by buying European companies thereby increasing competition in it. Acquisition of companies is carried out for the sake of access to technologies which top managers of Chinese and Indian companies consider to be one of the main factors of competitive advantages. The only way to maintain their presence on the market is to produce products of controlled European companies which do not have a significant market share. However, the authors of the article emphasize that competition from Chinese companies in the European market will intensify in the long run.
Business strategies often only skim the surface of the matter at hand, presenting general and vague descriptions of the direction of development without providing specifics or hinting at their essence. Strategies must be operationalized to effectively drive concrete actions and results, i.e., presented with a higher degree of specificity. Avoiding streamlined formulations and providing clear and objective language can aid in creating an engaging and mobilizing strategy. Questioning techniques can be employed as an initial phase in operationalizing business strategy. The inquiries used to construct the business strategy are founded on the fundamental questions applicable to any economy – “For whom?”, “What?”, and “How?”. These questions point to the market-product-technology trinity, which constitutes the essential components of any business and, consequently, any business strategy. In addition,, it is important to ask further questions that clarify the relationships between different elements of the business to formulate a strong business strategy. A fair assessment of the developed strategy’s efficacy can be made by providing specific answers to these questions.
O objetivo desta pesquisa foi de utilizar a lente da Teoria da Contingência para verificar como a pandemia da COVID-19, diante da sua rápida disseminação mundial, influenciou nas estratégias organizacionais de uma universidade federal na região sul do Brasil. Trata-se de um estudo qualitativo com abordagem exploratória, com aplicação da técnica análise de conteúdo. Os dados para identificar as influências e as ações promovidas para atenuar os impactos da pandemia, foram coletados em documentos e notícias veiculadas pela instituição. Os resultados demonstraram que seus gestores conseguiram obter resultados satisfatórios, para a continuidade das atividades acadêmicas e administrativa. Esta pesquisa buscou investigar as ações que foram tomadas desde o nível estratégico até o operacional, a fim de conter e minimizar as influências negativas durante o período pandêmico analisado neste trabalho. Como contribuição teórica e prática através dos fatores da Teoria da Contingência o estudo retrata parte dos processos internos de uma organização de ensino superior e como os efeitos da COVID-19 foram enfrentados com ações administrativas e práticas visando a continuidade das atividades de ensino, pesquisa e extensão.
Se realizó una revisión a la literatura de resiliencia organizacional, se seleccionaron diversas definiciones de resiliencia emanadas de estudios teóricos y empíricos y se analizaron sus elementos con base en tres categorías, según el enfoque bajo el cual fueron conceptualizadas-capacidad, proceso y atributo. Se identificaron desafíos en su conceptualización, debido a que existen contraposiciones respecto a qué es resiliencia organizacional y lo difusas que resultan algunas definiciones. Con el propósito de ofrecer una conceptualización que describa mejor a la resiliencia organizacional y facilite su implementación, desarrollo y promoción, se propuso una definición, la cual integra los elementos más significativos encontrados en la literatura revisada.
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