Modelling bi‐directional research: a fresh approach to stakeholder theoryKevin Money; Carola Hillenbrand; Ian Hunter; Arthur G. Money
2012 Journal of Strategy and Management
doi: 10.1108/17554251211200428
Purpose – While Freeman's stakeholder management approach has attracted much attention from both scholars and practitioners, little empirical work has considered the interconnectedness of organisational perspectives and stakeholder perspectives. The purpose of this paper is to respond to this gap by developing and empirically testing a bi‐directional model of organisation/stakeholder relationships. Design/methodology/approach – A conceptual framework is developed that integrates how stakeholders are affected by organisations with how they affect organisations. Quantitative data relating to both sides of the relationship are obtained from 700 customers of a European service organisation and analysed using partial least squares structural equation modelling technique. Findings – The findings provide empirical support for the notion of mutual dependency between organisations and stakeholders as advocated by stakeholder theorists. The results suggest that the way stakeholders relate to organisations is dependent on how organisations relate to stakeholders. Originality/value – The study is original on two fronts: first, it provides a framework and process that can be used by researchers to model bi‐directional research with other stakeholder groups and in different contexts. Second, the study presents an example application of bi‐directional research by empirically linking organisational and stakeholder expectations in the case of customers of a UK service organisation.
Leadership practices that encourage strategic thinkingEllen F. Goldman
2012 Journal of Strategy and Management
doi: 10.1108/17554251211200437
Purpose – The purpose of this paper is to define and then investigate the incidence of organizational leadership practices that encourage a culture of strategic thinking. Design/methodology/approach – Discussions with 400 US healthcare executives attending focused educational seminars identified 18 leadership practices that encourage strategic thinking and 117 participants in subsequent seminars completed a survey assessing their use of the practices. Central tendencies, patterns across high and low users, and demographic differences were analyzed. Findings – The two most frequently used practices involved reactions to crises. Executives using most of the practices employed long time horizons and made investments in human resource development and organizational learning. Industry suppliers and those responsible for parts of organizations were more likely to formally develop subordinates' strategic thinking ability. Research limitations/implications – While the study used a convenience sample with self‐ratings, it identified salient leadership practices for encouraging strategic thinking. This research should be expanded to other industries and countries. Case study methods would provide additional insight. Practical implications – The findings support enhanced practitioner education regarding strategic thinking and provide practitioners with a place to start in looking for ways to enhance strategic thinking among individuals in their organizations. Originality/value – The study fills a gap in the literature regarding specific ways in which organizational culture may impact strategic thinking in others. The study also provides a model for scholar‐practitioner inquiry, exemplifying practitioner involvement in methodology development and the interpretation of findings.
Small retailer strategies for battling the big boxes: a “Goliath” victory?Craig E. Armstrong
2012 Journal of Strategy and Management
doi: 10.1108/17554251211200446
Purpose – The past 25 years have witnessed a dramatic rise in the dominance of big‐box retailers in the global retail sector and the decline of small retailers. The purpose of this paper is to explore how the intensity of competition with big box retailers moderates the relationship of strategy choice to expected growth. Design/methodology/approach – This study uses cross‐sectional survey data from a group of 199 small retailers in the USA. Hypotheses are tested using linear regression of expected growth on the use of three growth‐oriented strategies. These relationships are subjected to tests of the moderating effect of direct competition with big box retailers. Findings – This study shows that small retailers pursue strategies of offering previously unavailable goods or services, high quality, and better service to pursue future growth. The interaction effect of strategy with directness of competition with big box retailers, however, has a negative and significant effect on expected growth. Research limitations/implications – The data set is from 2003 and is cross‐sectional. Future research on small retailers' strategic preferences should reflect a more recent competitive landscape and employ longitudinal data sets to establish cause‐and‐effect relationships. Practical implications – Small retailers need to understand that the strategies they use to pursue growth essentially become strategies for mere survival when competing directly against big box retailers. One small retailer's growth strategy is another small retailer's survival strategy, depending on direct competition with a big box retailer. Originality/value – This study provides support for the argument that small retailers should pursue growth‐oriented strategies that create value and differentiate them from big box retailers. Under direct competition from big box retailers, however, these growth‐oriented strategies seemingly become mere means for survival. Small retailers need to be aware of blind spots that prevent them from understanding strategy‐performance relationships.
Knowledge management and organisational resilience Organisational innovation as a mediator in Uganda parastatalsSamuel Mafabi; John Munene; Joseph Ntayi
2012 Journal of Strategy and Management
doi: 10.1108/17554251211200455
Purpose – The purpose of this paper is to report the findings of the mediation effect of innovation in the relationship between knowledge management and organisational resilience. Design/methodology/approach – The study adopts a cross‐sectional design to collect data used to carry out mediation analysis. Findings – Innovation had an effect on organisational resilience. Knowledge management did not have a direct effect on organisational resilience, except through the full mediation of innovation. This suggests that without organisational innovation, parastatal organisations may not improve their level of resilience. Research limitations/implications – The sample size was small, covering only parastatals. The results may be different in the private sector. The study was cross‐sectional which is limited to trace long‐term effects of knowledge management and organisational innovation on organisational resilience. Therefore, a longitudinal study may be undertaken, subject to resource availability. Practical implications – Managers in parastatals should carry out organisational innovations as a gateway for knowledge management to build organisational resilience. Originality/value – The study generates empirical evidence on less studied phenomena in the parastatal sector. The evidence highlights the powerful influence of organisational innovation in building resilience based on knowledge management.
A new typology of forms of international collaborationTina Barnes; Stephen Raynor; John Bacchus
2012 Journal of Strategy and Management
doi: 10.1108/17554251211200464
Purpose – The purpose of this paper is to analyse the inconsistent use of terminology in international collaboration, and develop a clearer typology that reflects the commercial and practical realities of modern business. Design/methodology/approach – A critique of existing typologies provided the basis for the development of a more practical framework. The new typology was populated with the most prominent collaborative forms to emerge from the analysis of academic research and commercial practice. Findings – “Structure” and “purpose” emerged as the most logical determinants in differentiating and classifying collaborative forms. Actual commercial ventures mapped on to the new typology demonstrate a good fit between these two considerations and the collaboration strategies adopted. Originality/value – This work contributes much needed clarity in differentiating and classifying forms of collaboration. The key determinants of structure and purpose reflect more accurately the commercial and practical realities of modern business, and offer practitioners and researchers a logical means of mapping and analyzing collaboration strategy.
John Lewis Partnership lessons in logical incrementalism and organic growth A case study and interview with the Chairman, Mr Charlie MayfieldNicholas O'Regan; Abby Ghobadian
2012 Journal of Strategy and Management
doi: 10.1108/17554251211200473
Purpose – The purpose of this paper is to demonstrate how strategy is developed and implemented in an organisation with an unusual ownership model. Partnerships are not a prevalent form of ownership but as this case demonstrates they can be extremely effective. Furthermore this case demonstrates how logical incrementalism can be used to implement major strategic decisions. Design/methodology/approach – The paper draws on company documentary evidence and a semi‐structured interview with Mr Charlie Mayfield, Chairman of John Lewis Partnership. A chairman has a helicopter view of business whose perspectives are rarely captured by strategy researchers. This case study offers an insight into strategic thinking of a chairman and chief executive of a successful company. Research limitations/implications – The case study and interview offer a unique insight into the rationale behind strategic decisions within a successful partnership that has grown organically in a highly competitive retail market without high gearing. Originality/value – This case study sheds light on strategic moves within partnership. Furthermore, very few case studies offer insight into the thinking of a chief executive who has successfully managed a business in a turbulent environment.