Journal of Strategy and Management

Köseoğlu, Mehmet Ali; Yildiz, Mehmet; Okumus, Fevzi; Barca, Mehmet

2019 Journal of Strategy and Management

doi: 10.1108/jsma-07-2018-0073

The purpose of this paper is to investigate the intellectual structure of coopetition through utilizing a citation and co-citation analysis of scholarly articles focusing on coopetition.Design/methodology/approachThe authors conducted bibliometric analyses of citation and co-citation analysis. The units of analysis were original research articles and research notes retrieved from journals indexed by well-known databases. Keywords used in the search were “co-opet, co-opet, coopetition, coopetition, simultaneous cooperation and competition, simultaneously cooperate and compete, coexistence of cooperation and competition, coexistence of cooperation and competition, cooperate and compete simultaneously, coopetitive relationships, coopetitive relationships, coopetitive networks, horizontal alliances, cooperate with competitors, cooperation with competitors, cooperative relationships with competitors, cooperative competition and competitive cooperation.” Regarding the time period for publication of the sample articles, the authors did not place any restrictions.FindingsThe research findings provide evidence that coopetition demonstrates multidisciplinary and interdisciplinary characteristics. Subfields of the coopetition field were identified based on the components of coopetition, which are relation, process and strategy. The component dealing with relationship management and innovation as strategy become prominent. Although coopetition literature has emerged as a relation view of strategy, it is still fragmented and diverse. Additionally, the robust subfields generated from the analysis were super-positioned with low degrees.Originality/valueThis is one of the few studies offering a critical review of coopetition research via quantitative research approach.

Zakeri, Shervin; Yang, Yingjie; Hashemi, Melika

2019 Journal of Strategy and Management

doi: 10.1108/jsma-06-2018-0055

The purpose of this paper is to implement the strategies selection process in a proposed formulated mathematical framework to prioritize selected strategies with the interaction of other groups of strategies, known as the strategies interaction model (SIM).Design/methodology/approachSWOT analysis is a popular useful strategic planning tool, which analyzes organizations internal and external factors. The traditional SWOT procedure lists internal and external factors and derives four groups of strategies based on the organization’s strategic position. SWOT is easy to use as a business analyzing tool, while it is not competent enough for strategic formulation. With the emergence of the economy’s vicissitudes, undulations in the markets and multiple changes, and various variables in the industrial competitive environment, selection of the organization strategies confront uncertainty in decision making. The SIM framework presents a solution to select alternative strategies for organizations in unpredictable situations.FindingsThe findings show that SIM is a reliable approach to evaluate, select and rank organization’ strategies. SIM proposes alternative strategies due to the uncertainty of the organization’ environment with respect to the four strategic positions. The SIM’ proposed ranking process is in accordance with the highest impact of each strategy on each other. Furthermore, it possesses advantages of AHP, ANP and other applied multiple criteria decision-making (MCDM) techniques in SWOT analysis.Practical implicationsIn this paper SIM is applied within a dairy company located in the north of Iran.Originality/valueSIM has the advantages of the classic SWOT and fills the gaps of MCDM methods application in the SWOT analysis. Moreover, it provides a formulated algorithm for the organizations to face the uncertainty of the environment. SIM philosophy can be widely used in the decision and managerial implications.

Chaubey, Akriti; Sahoo, Chandan Kumar; Khatri, Naresh

2019 Journal of Strategy and Management

doi: 10.1108/jsma-07-2018-0075

The purpose of this paper is to examine how creative self-efficacy and physical work environment mediate and moderate the relationship of transformational leadership with employee creativity and organizational innovation.Design/methodology/approachThe data were collected from 254 managers working in two major automotive manufacturing units in India. The survey response rate was 81.9 percent. The data were analyzed using structural equation modeling.FindingsThe study findings suggest that transformational leadership augments employee creativity. The authors show that employee creative self-efficacy acts as a mediator and physical work environment as a moderator in the relationship between transformational leadership and employee creativity.Originality/valueThe study contributes by examining mediating and moderating influences in the relationship between transformational leadership and employee creativity. The data were collected from an important industry in a large, emerging economy that has received much less research attention relative to its size and significance.

Mamédio, Diorgenes; Rocha, Clarissa; Szczepanik, Dayanne; Kato, Heitor

2019 Journal of Strategy and Management

doi: 10.1108/jsma-08-2018-0089

Organizations need to find ways to survive in unpredictable, dynamic and rapidly changing environments. The development of organizational capabilities, such as relational, is a dynamic process of adaptation, which seeks to adjust to an unstable environment. Within this context, the purpose of this paper is to analyze, through a systematic review (SR), 36 articles, which discuss the influence of strategic alliances on the dynamic capabilities (DCs) process.Design/methodology/approachThrough this systematic literature review, articles published in international journals were categorized in terms of their objectives, thematic axes and the research methodologies applied and evidences, to explore their methodological, theoretical and organizational practice contributions.FindingsThe results clarified the antecedents, implications and relevance of the relationship between strategic alliances in different countries and their DCs. The findings make it possible to determine directions for new studies that may support the advancement of this field of research.Research limitations/implicationsStudies from this SR point out that alliance is: a flexible vehicle of learning; a way to transfer effective knowledge in partner firms and to generate combinations of resources; and a superior means of access to technological capabilities and other complex capabilities. Those aspects would be difficult to be developed in the firms without the help of partnerships. This can encourage the reconfiguration of existing resources and capabilities. These reconfigurations can lead to deliberate evolutionary adaptations in these firms, which will build relational DCs.Practical implicationsAs managerial implications, an alliance allows for the development of capabilities to detect new opportunities, and for the development of the reconfiguration or expansion of the existing resource base in the firm. Thus, alliances, once properly managed and with well-defined structure and purpose, can help firms achieve a sustainable competitive advantage. Alliances can serve as a type of strategic choice or an alternative that can enable companies to cope with unstable, global and competitive environments permeated by (new) threats and opportunities.Originality/valueThis SR paper highlighted, in a specific and consistent topic, the suggestions for future research related to the process of DCs and its relationship with strategic alliances, motivating new research works.

Limba, Rekson S.; Hutahayan, Benny; , Solimun; Fernandes, Adji

2019 Journal of Strategy and Management

doi: 10.1108/jsma-10-2017-0075

The purpose of this paper is to provide an examination of the processes involved in institutionalizing change in government organizations. Following the lens of organizational learning, the authors seek to delineate strategies for fashioning long-lasting change in government settings.Design/methodology/approachDrawing from a large body of literature in organizational studies and public administration, this paper presents arguments and propositions about how organizational politics can enhance learning in government. The paper integrates the concept of power into the organizational learning framework, taking the 4I learning framework as a point of departure.FindingsThe paper formulates insights into how specific power mechanisms can be combined to facilitate the development of flows of learning in government organizations that are in change management process, and concludes that government settings represent a good example of organizations where pathological patterns of learning will be preeminent.Practical implicationsThe paper provides an extension to discussions of the political dynamics of organizational learning. In doing so, the paper highlights the importance of the often over-looked feedback process in organizational learning. It also brings to the fore the importance of strategic leadership in change management processes in government sector organizations.Originality/valueThe paper serves to add impetus to change management discourse in the public sector by presenting a framework for institutionalizing learning in government settings. The paper also sheds light on how different forms of power may be balanced at each stage of the learning process in order to enhance institutionalization.

Kaul, Amarjeev

2019 Journal of Strategy and Management

doi: 10.1108/jsma-04-2018-0036

Appreciation of the utility of strategy and the vitality of the culture in an organization can realize the development of a new culture-centric strategic business model (SBM). Culture beats, eats or trumps strategy is a legitimate and powerful argument often thrown to the air. The purpose of this paper is to un-code the relevance of this argument and to decode its significance.Design/methodology/approachThis is a conceptual paper and builds on prior conceptual and empirical management research related to strategy and organizational culture. The approach is unbiased toward either strategy or culture.FindingsThe conclusion arrived at is that, in general, strategy must precede culture and culture must be aligned. In specific instances of governance, inner workings of a military organization, cross-cultural context of negotiations, creative advertising and management of change culture may predominate in tactics. Furthermore, with a strategy gone astray, or in the instance of a floundering business or start-up venture, culture must shift to first gear, lead the requisite goal and path development, and strategy must be aligned in the transition. A strategy–culture fit supports a sustained competitive advantage by virtue of a firm’s unique culture proposition (UCP).Research limitations/implicationsThe development of a culture-centric SBM will need to be tested by empirical research. The UCP will also need to be researched further.Practical implicationsThe conclusion that strategy should generally precede culture will guide firms from not letting their organizational culture from undermining the success of major shifts in strategic goals and business model positioning.Originality/valueThe conceptual arguments will help leaders and managers from marginalizing the value of strategy. However, managers will also be directed toward paying attention to the damaging consequences of ignoring culture. Furthermore, managers will be able to appreciate that culture must not drive strategy, except in specific strategic decision-making contexts.

Fandiño, Antonio Martinez; Formiga, Nilton Soares; de Menezes, Rui Manuel

2019 Journal of Strategy and Management

doi: 10.1108/jsma-05-2018-0041

The purpose of this paper is to understand the interactions and their cause/effect consequences of three aspects present inside organizational realities, namely, organizational social capital (OSC), worker resilience and innovation derived from the workers.Design/methodology/approachA cross-sectional study for analyzing the subjects was chosen. As a quantitative research approach, after the theoretical review, two possibilities were hypothesized for how they act as a system. In order to verify the hypotheses, the authors chose the structural equation model, a suitable instrument for this analysis, as a mathematical tool.FindingsThe results show that OSC is a mediator between resilience and innovation in the organizational dynamics. This suggests that workers’ resilience need OSC, acting as the mediator, to improve their level of innovation capacity.Research limitations/implicationsThe study gives information at a specific point in time. Follow-up studies are needed to understand the phenomena’s transformation, and no distinction was made between exploratory and exploitative innovation. More empirical studies should be carried out to enhance its understanding.Practical implicationsThese findings can help organizations deal better with these resources to reach their goals because the first, as stated in the purpose, is the amalgamated goodwill necessary for individuals to work together; the second is workers’ capacity to bounce back; and the last is the creativity inherent in people. All of which are significant for an enterprise thrive in its market.Originality/valueThe cited dynamic has few studies, and this work provides evidence about its existence and magnitude, shedding light on a critical factors’ relationship net, especially for enterprises based on the creativity of their workers.

Parnell, John; Brady, Malcolm

2019 Journal of Strategy and Management

doi: 10.1108/jsma-10-2018-0107

The purpose of this paper is to investigate the influence of internal capabilities and environmental turbulence on market (e.g. cost leadership and differentiation) and nonmarket (e.g. political and social) strategies (NMS), and considers how these strategies impact financial and non-financial performance in firms in the United Kingdom.Design/methodology/approachA survey was administered online to 215 practicing managers in the UK. Measures for competitive strategy (i.e. cost leadership and differentiation), NMS, strategic capabilities, market turbulence and firm performance were adopted from or based on previous work. Hypotheses were tested via SmartPLS.FindingsFindings underscore the impact of market turbulence across all market and nonmarket strategy dimensions. Multiple links between capabilities and strategies were identified. Both cost leadership and differentiation were significantly linked to non-financial performance, but only differentiation was significantly linked to financial performance. An increased emphasis on social NMS was linked to higher financial performance, but not non-financial performance. Political NMS was linked to neither financial nor non-financial performance.Research limitations/implicationsThe sample included managers in multiple industries. Self-typing scales were utilized to measure market turbulence, emphasis on capabilities, strategic emphasis and firm performance.Practical implicationsEmphasis on social NMS can promote financial performance, but political NMS does not appear to drive either financial or non-financial performance.Originality/valueThis paper provides empirical support for a UK-based model linking market turbulence, strategic capabilities, market and nonmarket strategies, and both social and firm performance. It supports NMS as a key performance driver, but with caveats.