Journal of Strategy and Management

Gustaf Kastberg

2013 Journal of Strategy and Management

doi: 10.1108/JSMA-12-2011-0044

Purpose – Within the strategy as practice field several studies have recently paid attention to organizational arenas like meetings, workshops and away‐days. There has, however, been a tendency to focus on what happens “inside” separated organizational arenas. The aim of the paper is to contribute to the understanding of the relationship between the separated organizational arenas and other organizational activities in the strategizing process. Design/methodology/approach – The paper is conceptual. The framework rests on Niklas Luhmann's social systems theory and draws on recent empirical studies. Findings – The main contribution of the article is the presentation of a theoretically well‐founded framework that further specifies and problematizes the relationships of separated organizational arenas. By focusing and conceptualizing the conditions for separation and reconnection, a foundation for analyzing the interconnectedness between different arenas is provided. Practical implications – The paper contributes to our understanding of phenomena like meetings and work‐shops in the strategic process. Originality/value – The framework is in line with, and expands the theorizing that Hendry and Seidl (2003) initiated about strategic episodes and the theorizing about first and second order observations in strategic processes initiated by Schreyögg and Kliesch‐Eberl (2007).

Wen‐Hsiang Lai

2013 Journal of Strategy and Management

doi: 10.1108/JSMA-08-2012-0042

Purpose – The essence of core competitiveness in an enterprise is the ability to embed knowledge into the routine work of the enterprise and to transform personal knowledge into corporate assets. The purpose of this paper is to explore this area. Design/methodology/approach – This study reviews three interoperated variables of external knowledge acquisition, enterprise knowledge accumulation, and knowledge accumulation mechanism to construct a model of knowledge interoperability within firms. Findings – This study finds that in the thin film transistor liquid crystal display (TFT‐LCD) industry, implicit knowledge collected through the interactive coordination mechanism has a significant impact on the knowledge accumulation of the enterprise, where knowledge is accumulated in real technology systems and employees’ skills. The more willing companies are to invest resources in the shaping of knowledge and the environment, the more successful they will be in transforming implicit knowledge into explicit knowledge. Research limitations/implications – This study points to a new direction of interchanging implicit and explicit knowledge within firms. Practical implications – This study argues that an improved interoperability of firm‐level knowledge can mitigate problems of knowledge integration and sharing, leading to better decisions and greater partner synergies. Social implications – Knowledge transformation allows employees to share and transfer valuable experience and knowledge within the enterprise and forms a knowledge‐intensive corporate culture or work environment, creating so‐called learning‐ and innovation‐oriented enterprises. Originality/value of paper – This study provides the impetus of valuable experience and knowledge of employees to be fully shared and passed on, resulting in a corporate culture and working atmosphere that creates the so‐called learning‐oriented enterprise or innovative enterprise.

Polboon Nuntamanop; Ilkka Kauranen; Barbara Igel

2013 Journal of Strategy and Management

doi: 10.1108/JSMA-10-2012-0052

Purpose – This paper seeks to present new insights into strategic thinking, proposing a model of strategic thinking competency. Design/methodology/approach – To find new knowledge, the research applies the Straussian grounded theory research method using multiple sources and techniques of data inquiry: in‐depth interviews, observations, literature review, and related published documents. The sample cases are business leaders of leading high growth companies in their respective markets, representing eleven different industries in Thailand. Findings – Among many new knowledge, the study found seven characteristics of strategic thinking that impacts strategy formulation, strategic actions, and business performance: conceptual thinking ability, visionary thinking, analytical thinking ability, synthesizing ability, objectivity, creativity, and learning ability. This set of abilities and skilled are termed “strategic thinking competency”. Research limitations/implications – In‐depth interview data inquiry method has potential bias towards positive information. Although the study covers many industries, the small number of sample cases limits degree of generalization. A constraint of qualitative research method in interpretation of the results is reduced by comparing empirical results to the literature. Practical implications – The “strategic thinking competency” model offers a framework for developing strategic thinking of business leaders and managers which contributes to better strategy and better business performance. Human resource developers may apply the model for designing training programs to develop better strategic thinkers. Social implications – Better strategic thinking could help improving efficiency and effectiveness of business and general management. Originality/value – The study introduces a model of “Strategic Thinking Competency” with seven characteristics, proposing a new way of defining strategic thinking.

Allan Macpherson; Elena Antonacopoulou

2013 Journal of Strategy and Management

doi: 10.1108/JSMA-11-2012-0061

Purpose – This empirical paper aims to show how communities of practice have been used as a tractable management tool to operationalize strategy in practice. The analysis shows how CoPs can be used in business to find traction in order to achieve strategic goals. Design/methodology/approach – A two‐year longitudinal case study approach was adopted employing semi‐structured interviews, participant observations and document analysis for data collection. The findings were verified with the participants in the study during feedback events organised for that purpose. Findings – The study provides in‐depth insights into the challenges of translating strategy into practice in complex work settings. In this case, uneven outcomes were attributed to three critical contributing factors: the leadership and governance structures, the meaningful ways in which members can participate and interact with others; and their identity and sense of belonging. Research limitations/implications – Although a single case study only provides indications of potential generalisations, it does give access to issues that cannot be identified without an in‐depth analysis. Practical implications – The authors encourage executives to consider concepts of identity, participation and governance as useful heuristics for the analysis of practices of communities. Potential inconsistencies in community practices could have implications for the way strategy is translated into action. Originality/value – Unlike most community of practice studies, which focus on the community aspect of the concept, this study analyses the practices of communities. In doing so, it adds value to our understanding of the forces that shape social interactions embedded in the implementation of strategy in practice.

Mine Ozer; Irem Demirkan; Omer N. Gokalp

2013 Journal of Strategy and Management

doi: 10.1108/JSMA-01-2013-0009

Purpose – This study aims to investigate how corporate lobbying affects the relationship between collaboration networks and innovation. Design/methodology/approach – The study incorporates insights from the corporate political strategy perspective into the social network research to examine how firms utilize non‐market mechanisms as a way to manage uncertainty. In particular, using data from 291 US pharmaceutical firms, the authors study the moderating effects of corporate lobbying on the relationship between collaboration networks and firm innovativeness. Findings – The results show that corporate lobbying moderates the relationship between network centrality, structural holes, and network size, and firm innovativeness. Originality/value – The study integrates social network and corporate political strategy research in the case of collaboration networks. Integrating social network and corporate political strategy literatures provides us with new insights into what determines success of firm innovativeness. The study shows that in addition to network structures, firms must consider other variables such as government regulation in fostering their innovativeness.

Rosa Caiazza

2013 Journal of Strategy and Management

doi: 10.1108/JSMA-02-2013-0013

Purpose – Current events have led academics and practitioners to rethink cross‐border M&A challenges in a tumultuous global business environment and the role of advisors in supporting the deals. The article aims to discuss current trend in M&A and presents some cases to evidence the relevance of advisors’ role in cross‐border M&A. Design/methodology/approach – Exploratory field interviews were conducted with M&A advisors, as well as a diligent scanning of local and international articles to evidence advisors’ roles in cross‐border M&A Findings – This article evidences new direction in cross‐border M&A research for reinterpreting advisors’ role in facing them.