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Competing for the future
... Методическая база исследований Методическую основу исследований составили известные научные работы представителей школы обучения стратегического менеджмента, внесших вклад в ее развитие, таких авторов как Арджирис К. [1,2], Беттис Р. [4,20], Буасо М. [5], Итами Х., Роэль Т. [16], Кайерт Р., Марч Дж. [8], Коннер К. [6], Кроссан М., Лейн Г., Уайт Р. [7], Минцберг Г., Альстранд Б., Лампель Ж. [27], Нонаки А., Такеути Г. [17], Норманн Р. [18], Прахалад К., [4,6,[12][13][14][15]20,21], П. Сенге [23], Сталк Г., Тампо М. [25], Эванс П., Шульман Л. [24], Д. Шен [22], Элфринг Т., и Вольберда Х. [9], Г. Хэмел [10][11][12][13][14][15]21] и др. ...
... Методическая база исследований Методическую основу исследований составили известные научные работы представителей школы обучения стратегического менеджмента, внесших вклад в ее развитие, таких авторов как Арджирис К. [1,2], Беттис Р. [4,20], Буасо М. [5], Итами Х., Роэль Т. [16], Кайерт Р., Марч Дж. [8], Коннер К. [6], Кроссан М., Лейн Г., Уайт Р. [7], Минцберг Г., Альстранд Б., Лампель Ж. [27], Нонаки А., Такеути Г. [17], Норманн Р. [18], Прахалад К., [4,6,[12][13][14][15]20,21], П. Сенге [23], Сталк Г., Тампо М. [25], Эванс П., Шульман Л. [24], Д. Шен [22], Элфринг Т., и Вольберда Х. [9], Г. Хэмел [10][11][12][13][14][15]21] и др. ...
The relevance of the presented research is determined by the fact that after Russia's withdrawal from the Bologna system, the search for the best option for the domestic system of higher education as the closest to the period of subsequent professional activity of a person continues. In this regard, it is of interest to consider the accumulated historical experience of approaches to training through the prism of increasing the efficiency of human labor activity. The purpose of the presented research is to identify the relationship between the components of the direction of organizational training as a way to improve one's own knowledge from an educational standpoint and schools of strategic management as one of the key components of practical activity. The scientific novelty of the obtained results lies in the definition of the logical relationship of the main components of the direction of organizational learning as a way to improve one's own knowledge (intuition, interpretation, integration, institutionalization), considered from an educational standpoint, with the main schools of strategic management (including groups of prescriptive, descriptive and integrating schools), considered from the standpoint of practical economic activity. The practical significance of the obtained results lies in the possibility of taking them into account when constructing models of higher and postgraduate education systems.
... Recent decades have witnessed growing attention to the "human" factors of any organization [2], its intellectual potential [3], [4]. This required resolution of a number of tensions in theory [5] and methodology of strategic management [6], [7]. The most topical ones include absence of unified approach to the contents, processes, tools and methods of strategic actions and its technique in the form of logical coherent algorithm. ...
... The strategic goals are set too: long-term, short-term, economic, non-economic. The goals are to be optimal in number (6)(7)(8), to possess level and measurement units, to be progressive (even ambitious), relevant to the external environment forecast, to the desired level, and they should meet expectations of the parties concerned. In terms of synergy, goals serve as an attractor. ...
Numerous approaches to strategic decisions do not ensure their effective application and theoretical development. The paper reveals specific features of knowledge management strategic methodology in the field of corresponding economy, and establishes universal, accessible model of strategic management, connecting “past, present, and future” in strategic methodology. The proposed methodology could be demanded in world practice. The eesearch is based on integrated and systematic approaches, comparison method, informal logic, association method, and Ansoff’s idea of strategic analysis process. The model is applicable in any strategic sphere, level, strategy type, enterprise (organization). The methodology could assist overcoming pluralism in strategic management methodology.
... 3. Expansion Phase: As the venture gains traction and achieves product-market fit, it enters the expansion phase, characterized by geographic expansion, diversification of product offerings, and market penetration strategies (Penrose, 1959). Entrepreneurs focus on scaling their sales and marketing efforts, building strategic partnerships, and optimizing their supply chain to support growing demand (Hamel & Prahalad, 1994). 4. Scale-up Phase: The scale-up phase represents the transition from a growing business to a mature enterprise, marked by exponential revenue growth, international expansion, and strategic acquisitions (Amabile et al., 1996). ...
... 2. Early Growth Stage: In the early growth stage, entrepreneurial ventures experience rapid expansion and face increasing competition (Greiner, 1972). Strategic decisions center on scaling operations, expanding market reach, and strengthening competitive advantages (Hamel & Prahalad, 1994). Entrepreneurs must navigate issues such as organizational structure, talent acquisition, and managing cash flow to sustain growth momentum (Zacharakis & Shepherd, 2001). ...
This chapter explores the critical role of leadership dynamics in the journey of entrepreneurial ventures from start-up to scale-up. Drawing upon insights from organizational psychology, leadership theory, and real-world examples, it examines the evolving leadership challenges and strategies that entrepreneurs face as their ventures transition through different growth phases. Key topics include leadership styles, team dynamics, decision-making processes, organizational culture, and strategic adaptation. By elucidating the complexities of leadership in entrepreneurial contexts, this chapter aims to provide valuable insights for aspiring and practicing entrepreneurs, enabling them to successfully navigate the intricacies of scaling their ventures.
... El rediseño de los perfiles laborales mediante la identificación de competencias específicas contribuye a la mejora del desempeño y a la optimización de los recursos humanos (Hamel & Prahalad, 1994). ...
Este estudio analiza la implementación de un modelo de gestión por competencias en el Departamento de Talento Humano de la Compañía Azucarera Valdez S.A., ubicada en Milagro, Ecuador. El objetivo es identificar las competencias clave y específicas necesarias para optimizar el desempeño laboral de los colaboradores. A través de un diseño de investigación cuantitativo y no experimental, se evaluaron las condiciones actuales del personal mediante encuestas y entrevistas a expertos. Los resultados indican que una adecuada integración de competencias técnicas y conductuales puede mejorar significativamente la eficiencia, la productividad y la estabilidad laboral. Asimismo, el estudio resalta la importancia de rediseñar los perfiles laborales basados en competencias, adaptándose a los cambios del entorno empresarial y fortaleciendo el desarrollo profesional de los empleados.
... The competitive advantage is gained by those enterprises which better understand the trends in the environment and are able to offer customers newer benefits, and provide existing benefits in a new way (Hamel & Prahalad, 1996). In practice, this means that the advantage in the marketplace is gained from enterprises having in-depth knowledge and understanding of the needs and expectations of customers. ...
... La méthodologie des études de cas a été de plus en plus utilisée comme outil de recherche en sciences sociales et est souvent préconisée comme méthode appropriée pour la recherche dans les études d'organisation et de gestion (Hamel, 1994). Étant donné que l'objectif de la recherche consiste à étudier plusieurs dimensions organisationnelles et stratégies de gestion, la méthodologie d'étude de cas peut constituer une alternative intéressante. ...
L'émergence de l'économie de la connaissance a conduit de nombreuses organisations à reconnaître l'importance de la connaissance comme une ressource cruciale, et a créé un défi de gestion complexe « la gestion des connaissances (KM) ». En raison des complexités culturelles, opérationnelles, dispersions géographiques et autres, ce défi est plus aigu pour les grandes organisations. La performance est un concept contextuel associé au phénomène étudié. Au cours des dernières années, plusieurs théories ont été avancées pour la pratique de GC. Cependant, étant donné la nature abstraite du domaine, il y a peu de consensus sur les composants et les modes de gestion des connaissances. Une grande partie de la recherche actuelle porte sur un ou quelques éléments organisationnels de la gestion des connaissances. Les relations critiques et fondamentales entre tous les éléments sont souvent ignorées. Le besoin de théories, principes et méthodes empiriques pour la gestion des connaissances est largement reconnu dans la littérature existante sur la gestion. Ainsi, la motivation principale de cette recherche est de développer un modèle large sous la forme d'un cadre holistique pour la gestion des connaissances d'entreprise et de mettre en lumière les retombées tangibles de la gestion des connaissances sur la performance des entreprises marocaines sujet de l'étude de cas réalisé en 2019/2020 et de présenter des instruments de mesure de retour sur investissement des projets et programmes du knowledge management, de contribué à une bonne compréhension des bénéfices de la GC pour l'entreprise. L'étude de recherche est réalisée avec un paradigme interprétatif et la démarche d'induction non démonstrative permettant d'explorer et de décrire divers facteurs influençant la pratique de la gestion des connaissances dans les organisations et d'une stratégie de recherche par étude de cas. Des études de cas approfondies ont été menées dans neuf grandes organisations, le matériel empirique de l'étude de cas a été collecté et analysé en détail à l'aide d'une approche fondée sur la théorie ancrée.
Mots clés : Gestion des connaissances ; culture de partage ; capital intellectuel ; compétitivité ; communautés de pratique.
Abstract
The emergence of the knowledge economy has led many organizations to recognize the importance of knowledge as a crucial resource, and has created a complex management challenge "knowledge management (KM)". Due to cultural, operational, geographic dispersions and other complexities, this challenge is more acute for larger organizations. Performance is a contextual concept associated with the phenomenon studied. In recent years, several theories have been put forward for the practice of KM. However, given the abstract nature of the field, there is little consensus on the components and modes of knowledge management. Much of the current research focuses on one or a few organizational elements of knowledge management. The critical and fundamental relationships between all elements are often overlooked. The need for theories, principles and empirical methods for knowledge management is widely recognized in the existing management literature. Thus, the main motivation of this research is to develop a broad model in the form of a holistic framework for corporate knowledge management and to highlight the tangible impacts of knowledge management on Moroccan companies subject of the The case study carried out in 2019/2020 and presents instruments for measuring the return on investment of Knowledge management projects and programs, contributed to a good understanding of the benefits of KM in the company. The research study is carried out with an interpretative paradigm and the non-demonstrative induction approach to explore and describe various factors influencing the practice of knowledge management in organizations and a case study research strategy.. In-depth case studies were conducted in nine large organizations, the empirical case study material was collected and analyzed in detail using a grounded theory approach.
... It was explained that innovations are initiated by enterprises guided by the possible profits from implementation, which are further justified by the costs of creative destruction. In this way economies increase competitiveness in the long-run (Hamel and Prahalad, 1994;Audretsch, 1995). ...
... This requires managers to promote creative thinking, experimentation, and organizational learning. They must be attentive to market trends and opportunities as well as be able to anticipate and respond quickly to changes (Hamel & Prahalad, 1994). Innovation is perceived as an element that is related to access to financing. ...
... A firm's ESG activities can signal stakeholders that it is well managed and possesses sufficient slack resources to commit to sustainable practices (Waddock and Graves, 1997). As consumers' positive perceptions of a firm's environmental awareness and sustainable practices are increasingly becoming a basis for competition (Hamel and Prahalad, 1994), investing in environmental activities can create competitive advantages for a firm (Hassel et al., 2005). Overall, a firm's ESG activities and the disclosure of its ESG performance can increase stakeholder confidence, ultimately leading to an increase in firm value (Waddock and Graves, 1997). ...
Purpose
This study attempts to examine the effect of greenhouse gas (GHG) emissions disclosure and its compounding effect with environmental, social, and governance (ESG) disclosure on firm value in Korea. This study focuses on the unique institutional setting in Korea that implements mandatory GHG emissions disclosure and voluntary ESG disclosure.
Design/methodology/approach
Using a dataset comprising 25,968 firm-year observations from publicly listed Korean firms from 2000 to 2021, we applied an ordinary least squares (OLS) regression model to test hypotheses.
Findings
The results show that, in a voluntary disclosure regime, ESG disclosure has a positive impact, whereas in a mandatory disclosure regime, GHG emissions disclosure has a negative impact on firm value. The results also indicate that when a firm discloses both its GHG emissions and ESG performance information, the voluntary disclosure of ESG information synergistically mitigates the adverse effects of mandatory disclosure of GHG emissions information. This synergy contributes significantly to enhancing the firm’s overall value. The findings indicate that a firm can enhance its value by proactively disclosing ESG information, especially when it is compulsorily required to report GHG emissions data.
Originality/value
This study investigated the effect of corporate non-financial disclosure on firm value by shedding light on the differential attributes between voluntary and mandatory disclosures and between quantitative and qualitative information.
... Organisational goals and strategic objectives are clearly defined by the purpose and direction of successful organisations. They articulate the future vision of the organisations (Mintzberg, 1987;Hamel & Prahalad, 1994). There are changes in other facets of an organisation's culture when its fundamental mission is altered. ...
ABSTRACT: The study examined the effectiveness of organisational culture traits on the performance of non-academic staff in Ekiti State University, Ado-Ekiti. Specifically, the study determined the effect of involvement trait, consistency trait, adaptability trait and mission trait on performance. A descriptive survey research design was adopted for the study. N0n-Academic Staff of Ekiti State University in Ado-Ekiti constituted the study population. The sample size was 331 which were selected through Yamane sampling model. Primary data used for the study were gathered through a structured questionnaire. Data gathered were analyzed using regression model. The result showed that involvement trait positively affects performance; it further showed that consistency trait affects performance; it further showed that adaptability trait affects performance; furthermore, it showed that mission trait affect performance positively concluding that organizational culture traits positively affect performance.
... Organizations must proactively shape their futures through foresight, strategic planning innovation, and evolution to maintain a competitive advantage and SCRes (Hamel & Prahalad, 1994). Logistics is a key enabler of international trade and economic growth. ...
This study aims to develop the Global Resilience In Transport-and-Logistics (GRIT) framework designed to reinforce the resilience of global supply chains against a variety of disruptions, from pandemics to geopolitical tensions and environmental challenges. It facilitates devising robust, adaptable logistics and transportation strategies that help mitigate the challenges of supply chain disruptions. The research adopts a mixed-methods approach, combining a literature review with the conceptual foundation of the Stress and Strain model and the Theory of Graceful Extensibility. It adapts these concepts to the global transportation and logistics sector to develop the GRIT framework. The findings reveal the GRIT’s potential in identifying critical areas for strategic intervention and thus enabling logistics managers to adeptly navigate disruptions. Through its application in a real-world scenario, the framework demonstrates its applicability and effectiveness in mitigating the impact of supply chain disruptions.
... Ashmos and Duchon (2000) identify ve groups of factors as the cause of the increasing attention paid to spirituality in the workplace. One is related to downsizing, company restructuring, and layoffs that in the past decade negatively impacted the morale of the American workforce (Brandt, 1996;Hamel & Prahalad, 1994). They also found that the urban population was losing valuable community connections it once had through extended family, neighborhoods, and churches (Conger, 1994); the workplace, therefore, becomes the main link to other people and to satisfying the human need for connection and contribution. ...
... According to this measurement, H1 and H2 are rejected. But [6,12,47] show the positive effect of GHRM on social and environmental performance. Nobody should be surprised to hear that the claims that GHRM would improve social and environmental performance were rejected. ...
The purpose of this study is to understand Green Human Resource Management (GHRM) practices, considerations that facilitate Green Organizational Culture (GOC) and Organizational Agility (OA), and the connection between these factors and the social performance (SP) and environmental performance (EP) of businesses. The target population of the current study comprises a Bangladeshi organization (manufacturing, university and service). In this quantitative study, data were collected using structured questionnaires. The final sample consisted of 445 respondents, and the data were analyzed using the Structural Equation Modeling (SEM) technique. Both Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) were conducted to ensure the validity and reliability of the measurement model. The results show that social GHRM has a beneficial effect on social and environmental performance factors. This research also discovered employee’s ideas about GRRM, GOC OA, and improving an organization’s social and environmental performance for long-term growth. Our results show that hiring, teaching, evaluating, and rewarding employees in ways that avoid harming the natural world are all examples of HR management practices that help create a green workplace culture. This work adds to the resource-based view (RBV) and transitive leadership (TL) theory by showing the things that contribute to an organization’s green culture and agility help the link between social and environmental performance and green HRM practices. Organizations in Bangladesh can benefit greatly from the GHRM model that this study suggests, as OC and OA have a good effect on both society and the environment.
... We selected Sisodia's proposal as it has been developed and promoted for over a decade. Theoretically, it is based on well-established theories such as Freeman's stakeholder theory (Freeman et al., 2007), Peter Drucker's managerial theory (Drucker, 1973), Prahalad and Hamel's contributions to strategy (Prahalad & Hamel, 1994), Greenleaf 's servant leadership (Greenleaf, 1977), Elkington's triple bottom line (Elkingon, 1998), Porter and Kramer's shared value (Porter & Kramer, 2011), and Kofman's conscious business and purpose-driven approaches (Kofman, 2006). From Conscious business practices as a driver of reputational capital in SMEs a managerial perspective, it has significantly influenced strategic decision-making in organizations worldwide, with Mexico being one of the contexts where it has been substantially embraced. ...
... Subsequently, the approach to strategic management underwent a notable transformation in the 1990s with scholars like Hamel/Prahalad (1994) highlighting the significance of core competencies, innovation, and adaptability. They advocated for a strategic approach that fosters continuous learning and adaptation in response to changes in the business environment. ...
Today, the frequency of technological and geopolitical change and its effects oncompanies are continuously rising. The world is presently traversing through a multitudeof simultaneous crises, encompassing the Ukraine war, energy scarcities, extensiveinflation, and disrupted supply chains, all of which have deeply rooted economicramifications. Following the global recession experienced as a result of the COVID-19pandemic in the year 2020, a multitude of corporations currently confront the risk ofencountering financial turmoil. Simultaneously, they are compelled to navigate in anexceedingly dynamic setting that necessitates constant adaptation to avoid becomingobsolete.This is why, today more than ever, the establishment of systems and processes intoorganizations’ strategy plans is crucial. The degree of change which companies areexperiencing and will continue to experience has become particularly evident as theAmerican company OpenAI made ChatGPT publicly available on November 30th, 2022.It can be argued that within the artificial intelligence industry this technology might nothave been revolutionary. However, what made it a groundbreaking moment was its widerelease and accessibility to the public. As media attention was growing and millions ofpeople were getting acquainted with this technology, multinational corporations (MNCs)started thinking about how this event could profoundly alter the dynamics of businesses,turn products obsolete, and compel them to restructure and reevaluate their entireprocesses.A disruptive technology such as Large Language Models (LLMs) like ChatGPT are theperfect example to reflect on how such an event could seemingly emerge out of nowhereand send shockwaves throughout global industries. How could it be possible thatcompanies and the World have largely overlooked its imminent arrival?Inspired by this event, this paper will analyze various methods and strategies that canbe introduced into MNCs' strategic management to position themselves ahead of thecurve and help them navigate the ever-changing landscape of the contemporary socio-economic, political, and technological environment. In particular, the focus will be onEarly Warning Systems (EWS) and the identification and interpretation of weak signals.
... Mühlbacher (2014) analyses the specific knowledge, skills and characteristics of a manager through five categories of competencies (functional and general competencies, social and cognitive skills and personality traits). Similarly, Hamel (1994), Prahalad and Hamel (1990) others focus on managerial competencies. However, this approach is criticized by Cheetham and Chivers (1996), who point out the importance of job-specific knowledge and assign less importance to personality traits, which also show less differentiation in the occurrence of bullshitting among management students in our research. ...
... believed that proactive behavior control individuals and improve organizational environment, take responsibility, volunteer themselves and change work procedures to achieve real-time solutions for problems. This proactive stance is crucial for sustaining competitive advantage in today's fast-paced business world (Hamel & Prahalad, 1994). this proactive stance allows firms to continuously innovate, adapt, and refine their strategies, which are crucial for maintaining long-term competitive advantage (Eisenhardt & Martin, 2000). ...
This study investigates the impact of an opportunity-based mindset on sustainable competitive advantage in manufacturing sector in Egypt, additionally, the study highlights the critical mediating role of proactive behavior in this relationship. Data were collected from a sample of 385 senior managers, and the analysis was conducted using various Python packages. Structural equation modeling (SEM) techniques and a simple regression model were employed to examine the relationships between the constructs. The findings validate the significant contribution of both an opportunity-based mindset and proactive behavior to achieving sustainable competitive advantage. The Managers with a strong opportunity-based mindset are better equipped to identify and exploit market opportunities. However, the ability to convert these opportunities into a sustainable competitive edge is significantly enhanced when proactive behavior is present. This behavior, characterized by anticipation, initiative, and forward-thinking, is essential for translating potential opportunities into actionable strategies. The results emphasize the importance of fostering both an opportunity-based mindset and a culture of proactivity within organizations to secure long-term competitive advantages in manufacturing sector within Egypt.
... Similarly, technology orientation is associated with the thought that small businesses and consumers embrace technologically superior products and services, which reflects the technological push philosophy (Gatignon & Xuereb, 1997). A technology-focused firm supports and encourages notions or natural curiosity that lead to new ways of thinking about strategic, cultural improvements and foster economic sustainability (Hamel & Prahalad, 1994;Hurley & Hult, 1998). Hence, this study intends to add to this stream of research by proposing that: ...
Purpose: The present research investigates the effect of organisational culture and technology orientation on strategic fit with the mediating role of economic sustainability.Methodology: A questionnaire-based survey method was employed to collect empirical data from 124 owner-managers of the small retail business in Nigeria. The study used the partial least squares structural equation modelling enabled by SmartPLS 4 to test the model's accuracy.Findings: The findings demonstrated that organisational culture and technology orientation has a favourable influence on strategic fit. Similarly, the research indicated that organisational culture has a significant impact on economic sustainability. On the other hand, the impact of technology orientation on economic sustainability was negative and insignificant. In addition, the results demonstrate that economic sustainability has a direct positive influence on strategic fit. Finally, economic sustainability partially mediates the role between organisational culture and strategic fit, but there is no mediation between technology orientation and strategic fit. Originality/value: This is research that incorporates strategic approaches (organisational culture, technology orientation and economic sustainability to examine their impact on strategic fit) within the small retail business in Nigeria. Furthermore, the role of economic sustainability as a mediator between organisational culture, technology orientation, and strategic fit is relatively new in literary works. This study proved the reliability and validity of organisational culture and technology orientation on strategic fit in Nigeria, a developing country.
... believed that proactive behavior control individuals and improve organizational environment, take responsibility, volunteer themselves and change work procedures to achieve real-time solutions for problems. This proactive stance is crucial for sustaining competitive advantage in today's fast-paced business world (Hamel & Prahalad, 1994). this proactive stance allows firms to continuously innovate, adapt, and refine their strategies, which are crucial for maintaining long-term competitive advantage (Eisenhardt & Martin, 2000). ...
This study investigates the impact of an opportunity-based mindset on sustainable competitive advantage in manufacturing sector in Egypt, additionally, the study highlights the critical mediating role of proactive behavior in this relationship. Data were collected from a sample of 385 senior managers, and the analysis was conducted using various Python packages. Structural equation modeling (SEM) techniques and a simple regression model were employed to examine the relationships between the constructs. The findings validate the significant contribution of both an opportunity-based mindset and proactive behavior to achieving sustainable competitive advantage. The Managers with a strong opportunity-based mindset are better equipped to identify and exploit market opportunities. However, the ability to convert these opportunities into a sustainable competitive edge is significantly enhanced when proactive behavior is present. This behavior, characterized by anticipation, initiative, and forward-thinking, is essential for translating potential opportunities into actionable strategies. The results emphasize the importance of fostering both an opportunity-based mindset and a culture of proactivity within organizations to secure long-term competitive advantages in manufacturing sector within Egypt.
... Organizations must continuously scan the external environment, anticipate emerging trends, and adapt their strategies and business models accordingly (Afuah, 2014). Moreover, collaboration and strategic partnerships emerge as strategic imperatives for organizations seeking to navigate external forces and drive innovation (Hamel & Prahalad, 1994). By forging alliances with complementary partners, organizations can leverage synergies, share risks, and access new markets and capabilities (Gulati, 1995). ...
The study aims to investigate the multifaceted dynamics of organizational evolution, focusing on the role of leadership, organizational culture, and external forces. Through a comprehensive literature review, the research explores the drivers, processes, and outcomes underlying organizational evolution. Transformational leadership and inclusive leadership styles are examined for their impact on organizational adaptability and innovation readiness. Strategic visioning, effective communication, and role modeling are identified as key leadership practices facilitating organizational adaptation and innovation. Additionally, the study highlights the interplay between leadership, organizational culture, and external factors such as technological advancements, globalization, and regulatory changes in shaping organizational evolution. Findings emphasize the importance of strategic alignment, organizational agility, and cultural agility in enabling organizations to navigate change successfully. The research contributes to understanding the mechanisms through which leadership and culture influence organizational evolution, providing insights for practitioners and scholars alike.
... Innovation is the source of change. [12] Only through innovation can an organization achieve sustainable development and competitive advantage. Innovation includes product innovation, technological innovation, business model innovation, etc., which can help organizations constantly open up new markets and business fields. ...
In today's rapidly evolving business landscape, traditional management approaches are facing new challenges and difficulties. Effective management has become a critical element for organizational success, yet achieving it within the new environment remains a complex issue. This paper explores the path to effective management under the emerging integrated perspective. Through a comprehensive literature review and empirical research, the study identifies several key strategies that can help organizations navigate the new realities, including building adaptive organizations, strengthening communication and collaboration, promoting innovation and change, developing leadership capabilities, and fostering learning-oriented cultures. Drawing on modern management theory, innovation management, organizational behavior, and leadership frameworks, the research constructs a holistic theoretical foundation. The analysis of case studies across diverse sectors, such as information technology, cross-cultural management, strategic management, and knowledge management, reveals both the advantages and limitations of these theories in practical application. The findings suggest that the path to effective management is multifaceted, requiring the strategic and integrated deployment of various management practices. By examining the management approaches of successful organizations, the study proposes actionable strategies to help enterprises enhance their performance and competitiveness in the new era. The insights from this research are expected to provide valuable reference and practical guidance for organization leaders, supporting their efforts to achieve greater development and progress in the face of emerging challenges.
... On the one hand, market orientation is predominantly a current-looking and static perspective (Bhattarai, Kwong, and Tasavori 2019). The 'tyranny of the served market' view (Prahalad and Hamel 1994) suggest that firms solely responding to shifting market dynamics and signals may miss opportunities in more value-adding activities. This short-term focus tends to foster incremental innovations rather than high-value ones, restricting the realisation of their potential capabilities (Hult et al., 2005;Hurley and Hult, 1998). ...
... From the resource-based view (Hamel & Prahalad, 1994), heterogeneity in founders' background can impact start-up performance, as it provides a diverse stock of knowledge, capabilities, and expertise (Milliken & Martins, 1996;Randel & Jaussi, 2003). Since the competitive advantage of start-ups depends on the exploitation of founders' capabilities (Chowdhury, 2005;Colombo & Grilli, 2010), a large number of studies focused on the relationship between the performance of start-ups and the characteristics of the entrepreneurial team (Visintin & Pittino, 2014). ...
This paper focuses on the value drivers of innovative start-ups (ISUs). Few companies can overcome the start-up stage; often, the early performance is insufficient, and the potential contribution of innovation to economic development is very poor. Studies based on a firm-level perspective show mixed results on the factors affecting the growth of ISUs. Most studies emphasize the role of “external” drivers of ISUs growth, while more knowledge is required of “internal” drivers. Consequently, this research focuses on the relationship between the features of the founding teams and the early performance of ISUs. Specifically, it concentrates on education heterogeneity and analyzes whether the heterogeneity of the founding team in terms of educational level (vertical heterogeneity) and field of studies (horizontal heterogeneity) affects the Italian ISUs performance. Growth regression and unconditional quantile regression models confirm the prior literature: the educational level affects the performance and the vertical heterogeneity in the composition of the founding team is relevant for ISUs performance. However, the results also suggest interesting denials: horizontal heterogeneity does not play any role, and no moderating effect of heterogeneity is shown. These findings are strongly attractive for new ventures and policymakers.
... Governance of educational institutions with vision or competency-based entrepreneurship is a strategic approach that is the direction of developing core competencies (Hamel & Prahalad, 1994;Denicolai et al., 2010). The integration of a core competencybased strategy approach with a market-based approach has been found to be beneficial (Srivastava et al., 2001). ...
Innovation management of educational institutions as agents of change and development of entrepreneurial competencies is a focus of attention entering the volatility, uncertainty, complexity and ambiguity (VUCA) era in Indonesia because higher education is recognized as a locus for the development of innovation, science, technology, and art. The purpose of this article is to understand the role of educational institutions, especially Muhammadiyah University (UNISMUH) in Makassar, in managing innovation and developing entrepreneurship competencies as agents of change. The descriptive-qualitative research method with a phenomenological approach is applied in collecting data to be processed and analyzed using an interactive model. The results of the study found that creativity, basic values, and strategic value orientations of innovation and entrepreneurial competency development based on Muhammadiyah higher education institutions (HEIs) in Makassar through a knowledge management approach (KMA) have raised the image of HEI as agents of change and innovation in the local government context. The application of KMA through the process of knowledge creation in educational innovation and entrepreneurship programs is an integral part of the Independent Learning Independent Campus (Merdeka Belajar Kampus Merdeka — MBKM) program which is encouraged nationally.
Knowledge management (KM) represents an essential strategic tool that allows companies to cultivate and use
knowledge to improve their competitiveness and foster innovation. In a context of intense market competition,
innovation proves to be an essential element that allows organizations to distinguish themselves from their
competitors. The availability and sharing of knowledge are considered essential elements for improving the
capacity for innovation. This research analyzes the impact of knowledge management on the innovation process,
based on a case study conducted from 2019 to 2020 with managers operating in the telecommunications sector in
Morocco. A bibliographic analysis has defined the concepts of knowledge management and innovation, and the
results highlight a positive and significant correlation between knowledge management and the increase in
innovation capacity.
Keywords: Knowledge management, telecommunications operator, innovation;
JEL Classification: O3
Paper Type: Empirical Research
This chapter delves into click analytics, emphasizing its role in understanding user behavior through tracking specific clicks on websites. This practice is crucial for optimizing user interfaces and enhancing user experiences by identifying engaging elements and potential issues. Click analytics offers detailed insights that differ from broader web analytics, focusing on granular user interactions. Businesses can use this data to improve their digital marketing strategies and better meet customer demands.
Key concepts include conversion funnels, which guide users from initial clicks to purchases, and the importance of relevant and credible online ads to attract clicks. Tools like Google Analytics In-Page Analytics, ClickHeat, and Crazy Egg are highlighted for visualizing and interpreting click data. Additionally, methods such as pay-per-click, cost-per-action, and click-through rates are discussed for measuring the effectiveness of digital marketing campaigns. By leveraging click analytics, companies can enhance their online presence, engage customers more effectively, and drive higher sales.
There is an increasing attention to improving the sustainable performance of the firms. This study aims to understand how to build an effective strategy for lean management. Field research is conducted with quantitative and qualitative methodology. The results describe some distinguishing features of TPS (Toyota Production System). The study gives a new practical framework for the development of a strategy to innovate and improve the processes. L'attenzione al miglioramento delle performance sostenibile delle imprese è in aumento. Questo studio si propone di comprendere come costruire una strategia efficace per la gestione snella (lean management). È stata condotta una ricerca sul campo con una metodologia sai quantitativa che qualitativa. I risultati descrivono alcune caratteristiche distintive di TPS (Toyota Production System). Lo studio fornisce un nuovo framework pratico per lo sviluppo di una strategia per innovare e migliorare i processi.
This study examines the conceptual framework of proactive, interactive, inactive, and reactive behaviors in organizational settings, with a primary focus on proactive behavior. It investigates the origins, dimensions, and implications of proactive behaviors, highlighting the distinct roles they play in leadership, team dynamics, innovation, and strategy formation. The research identifies how individual and contextual factors contribute to proactive actions and their subsequent impact on organizational outcomes. Emphasizing the strategic advantages of proactivity, the study also acknowledges its potential challenges, such as conflict and resource strain. By integrating insights from various domains, this work advances the understanding of behavioral diversity in organizations and underscores the critical role of proactive behavior in driving change, innovation, and success.
Shifts in the Russian margarine market have produced changes in consumer behaviour patterns and caused a decline in sales of a number of brands. The study aims to reveal new trends in the fats and oils market and tests the hypotheses that end consumers tend to buy less margarine due to the rising popularity of a healthy lifestyle, the fast-growing demand for ready-made foods and baked goods, and customers’ high price sensitivity. The theories of brand management and marketing constitute the theoretical basis of the study. The research uses desk and field marketing research methods, survey, and statistical analysis. Calculations were carried out in statistical software SPSS and JASP. To assess brand management at the companies under review, we apply the brand loyalty index and the brand awareness indicator in Yandex Wordstat. The empirical evidence covers Nielsen panel data on retail audits in consumer goods markets for 2021–2023; data sourced from the QlickView analytical platform; OOO Profi Issledovania’s report based on the results of a field study of margarine brands in November 2023; and data from a survey conducted by the authors in November–December, 2023. The findings show that the share of margarines in total production volumes and solid fats sales is in decline. We confirmed the hypotheses that margarines consumption is decreasing due to a healthy lifestyle culture and the need to follow doctor’s recommendations. Price is found to be the key factor in choosing margarine brands.
Innovaties die bijdragen aan het aanpakken van maatschappelijke vraagstukken worden inmiddels gezien als een bron van concurrentievoordeel. Imitatie van dergelijke innovaties is nagenoeg onvermijdelijk. Dit kan weliswaar maatschappelijk gezien wenselijk zijn, maar heeft tegelijkertijd een mogelijk ongunstig effect op het onderscheidend vermogen van een onderneming. Dit artikel belicht hoe dit onderscheidend vermogen kan worden bewaakt in het geval van imitatie. Hiertoe wordt eerst een overzicht aangereikt van wijzen waarop een innovatie met een bepaalde maatschappelijke impact kan worden geïmiteerd. Vervolgens worden diverse benaderingen gepresenteerd, waarmee onderscheidend vermogen en cumulatieve maatschappelijke impact kunnen samengaan in het geval van dergelijke imitaties. Het meer harmoniseren hiervan is van belang voor het op een grotere schaal kunnen aanpakken van maatschappelijke uitdagingen.
This chapter examines the critical importance of cultivating organisational resilience within academic institutions to ensure their long-term survival and success amid the unprecedented uncertainty and change facing the higher education landscape. Recognising the inadequacy of traditional planning frameworks, the chapter outlines evidence-based strategies for building adaptable and future-ready academic institutions. These include fostering resilient organisational cultures, developing dynamic capabilities, and implementing flexible operational models. By embracing the principles of organisational resilience, institutions can position themselves to not only withstand disruptive challenges, but also capitalise on emerging opportunities in the volatile, uncertain, complex, and ambiguous environment of 21st century higher education.
This contribution offers an overview of recent developments in European Union antitrust regulation of single-firm strategies in standardization. The law has moved cuttingly towards a rigid enforcement model securing the foundations and future benefits of standardization. There remains a paradoxical gap between effective single-firm strategy and antitrust enforcement. Whereas firms are maximizing their strategies to a position of strength and maximum security within standardization, the law is acting is suspicious of such activities. The law currently applied to standardization strategies and especially those that involve essential intellectual property represents a strong warning to firms strategizing in t field of standardization. In the main the law has focused on single-firm strategies and largely on the exclusion by a dominant firm of rivals from access to or use of essential technologies protected by intellectual property. This contribution reviews the antitrust repercussions for single-firms in standardization activities under EU antitrust rules.
In today’s dynamic and rapidly evolving business landscape, the role of Human Resources (HR) leadership has shifted dramatically. No longer confined to traditional administrative functions, HR leaders now find themselves at the forefront of driving strategic value within organizations. As we began our exploration of HR leadership, we recognized the growing need for a resource that not only addresses the operational demands of HR but also illuminates the path for HR professionals to take on a more pivotal, strategic role in shaping organizational success.
Strategic HR Leadership was born out of a collective vision to equip current and aspiring HR leaders with the tools, insights, and strategies necessary to thrive in an increasingly complex and interconnected world. As we move deeper into the 21st century, organizations are facing unprecedented challenges—from technological advancements, the rise of remote work, and shifting workforce expectations, to navigating global business complexities and embracing sustainability. HR leadership, in this context, must evolve beyond traditional boundaries to become a key driver of business performance, innovation, and social responsibility.
This book is designed to be a comprehensive guide for HR professionals seeking to enhance their leadership capabilities and align HR functions with broader business objectives. Across sixteen chapters, we delve into the core aspects of strategic HR leadership, offering a blend of theoretical insights, practical tools, and case studies. Each chapter presents a unique perspective on how HR leaders can drive organizational change, foster high-performance cultures, and develop forward-looking strategies that anticipate future needs.
In Chapter 1, we explore the transition of HR from a primarily operational focus to a strategic business partner role, highlighting the competencies that today’s HR leaders must develop to succeed. From there, we move into Chapter 2, where we examine how strategic HR management aligns with organizational goals to create tangible value. The chapters that follow build on these foundational ideas, covering topics such as talent acquisition, workforce planning, leadership development, and performance management, all viewed through a strategic lens.
We recognize the importance of data and analytics in modern HR leadership, which is why we dedicate two key chapters—Chapters 11 and 12—to understanding how HR analytics and data- driven decision-making can enhance talent management, performance optimization, and overall business outcomes. Additionally, in Chapter 14, we explore the unique challenges and opportunities HR leaders face in managing a global workforce, particularly in the context of a digital and remote work environment.
Looking toward the future, Chapters 15 and 16 explore emerging trends in HR leadership, such as the impact of automation and artificial intelligence, as well as the growing role of HR in promoting sustainability and social responsibility.
As authors, we come from diverse backgrounds in HR leadership, organizational development, and strategic management. We have each seen firsthand the transformative power of effective HR leadership in different organizational contexts. It is our hope that this book will serve as both a roadmap and an inspiration for HR professionals aiming to lead with vision, adaptability, and a strategic mindset.
We invite you to engage with this text not just as a set of ideas, but as a practical resource that can guide your own leadership journey. The future of work will demand more from HR than ever before, and it is our belief that those who rise to the occasion—who lead strategically, ethically, and with a focus on long-term sustainability—will play an indispensable role in shaping the organizations of tomorrow.
Com a Era Digital e a evolução das Tecnologias da Informação e Comunicação, profundas transformações foram trazidas para a sociedade, gerando novas oportunidades e desafios, sobretudo, por vivenciarmos o desencadeamento da quarta revolução industrial. Em razão destas transformações, um impacto significativo foi gerado nas empresas e no mercado do mundo todo, exigindo adaptações estratégicas para lidar com novas cadeias de valor e dinâmicas competitivas. Contudo, a disrupção tecnológica também trouxe incertezas e instabilidade, refletindo características de peculiares da modernidade. Assim, a inovação constante, desde a mecanização até as novas fontes de energia, ilustra o conceito de “destruição criativa”, evidenciando a natureza disruptiva das tecnologias e seu possível impacto duradouro nas estruturas dos planos econômico e social. O objetivo deste estudo é examinar o impacto das Tecnologias da Informação na Era Digital na sociedade contemporânea, sobrelevando a quarta revolução industrial como um fenômeno disruptivo que incorpora avanços tecnológicos substanciais, como inteligência artificial e biotecnologia, buscando assimilar como essas inovações afetam a competitividade empresarial, a economia global e as dinâmicas de mercado, fomentando eficiência e qualidade, mas também produzindo incertezas e desigualdades.
The global business landscape is undergoing a transformative shift due to technological disruptions,
emerging markets, and changing consumer behaviors. This paper examines the major disruptions affecting
global business, focusing on digital transformation, sustainability, and evolving strategic frameworks. By
analyzing case studies of innovative companies, the research explores the future of business strategies in
the face of these disruptions. Key takeaways include how businesses can adapt to rapid technological
changes and what strategic innovations are necessary for long-term competitiveness in the global market.
This theoretical overview chapter emphasizes the critical function of relearning and, in this context, the necessity for upskilling and reskilling programs for older workers. Accordingly, the primary objective of this chapter is to address age management issues. It examines the significance of organizational adaptations to the workforce's required structural changes in this context. It provides a comprehensive overview of the challenges and opportunities in response to these changes. The primary substantive findings indicate that effective organizational learning processes facilitate employees' acquisition of new skills. The efficacy of these processes is contingent upon the efficacy of managing organizational strategies for intergenerational collaboration. This chapter presents a perspective on how intergenerational collaboration can facilitate the relearning of the older workforce in alignment with the demands of a rapidly evolving technological business environment.
This chapter presents the STRA.TECH.MAN–R.A.S.I. framework in response to various global crises currently unfolding, including COVID-19, climate change, and the Russo-Ukrainian war. By combining the dimensions of Strategy, Technology, and Management (STRA.TECH.MAN) with those of Resilience, Adaptability, Sustainability, and Inclusiveness (R.A.S.I.), this approach addresses immediate priorities in today’s turbulent world. The framework offers an integrative theoretical model to guide businesses through innovation and change management in the face of significant global transformations. We argue that our proposed scorecard, accessible and applicable to organizations of varied scales and nature, paves the way for effective crisis management under the prevailing global crisis conditions. Conceptual in nature, this theoretical proposal underscores potential avenues for future research.
The chapter introduces the concepts of strategy and strategic management. To begin with, it demystifies the idea of strategy and brings out “what strategy is not?”. It takes the two dominant schools, i.e., one rooted in planning, competitive advantage, and wealth maximization.
Through this study, our aim was to measure the correlation and impact of strategic intelligence on competitive advantages. Strategic intelligence holds significant importance and is an indispensable factor in organizations' pursuit of achieving goals and objectives. Its main concept revolves around a series of pivotal activities that enable organizations to formulate long-term strategies, plan, and make decisions that surpass those of their competitors. The motivation behind this study was to conduct research within the Antibiotical Company, a subsidiary of the Saidal Group. Therefore, we adopted an analytical and descriptive approach and conducted a field study using a well-designed questionnaire to collect data, which was then distributed to a sample of 80 employees and officials in the aforementioned company. By using appropriate statistical methods and leveraging the SPSS program, we meticulously analyzed the collected data. The study conclusively revealed that strategic vision, partnership, the ability to inspire employees, creativity, and intuition all have a profound impact on enhancing competitive advantages.
The research purpose is to determine the possibility of applying ESG principles in the process of forming development prospects for modern Russian oil and gas organisations from the perspective of an ecosystem approach. The subject of the study is tools for increasing efficiency. The methods of content analysis, synthesis and verbal modelling have been used. It is shown that the orientation of the country’s oil and gas complex to ensure the sustainability of social and corporate governance while preserving the ecology of the environment helps to increase the efficiency of the complex in the future. In this case, it will receive competitive advantages which can be appreciated by investors who organise the attraction of financial and information resources as well as human, material and energy resources. The novelty of the results obtained lies in the substantiation of the approach that is founded on a combination of such categories as ESG principles, sustainable development, ecosystem approach, and strategic management. The results of the study prove the feasibility of applying the ESG principles as tools which ensure the sustainable development of modern Russian oil and gas organisations based on the ecosystem approach in the process of searching solutions to increase the efficiency of the core activities. The approach contributes to the formation of a specific ecosystem where within the framework of its development strategy the efficiency of both a network of technologically related organisations and organisations that produce complementary goods and provide infrastructure services to the entire oil and gas complex is guaranteed.
The Pan Am neon sign was a well-known icon of the Manhattan skyline in New York City. For many Americans, Pan American Airways was the national airline. The company started the airline in 1927, but its entrepreneurial roots go much farther back—to the importing of South American guano, bird droppings that could be sold as fertilizer. In 1991, 64 years after its founding, Pan Am declared bankruptcy, and out of the ashes rose a manufacturer of intravenous solutions for the medical sector. Today due to continuous and more frequent discontinuous changes in the environment, companies and other organizations need to update their management models to survive long term. This part of the book focuses on the general key management components of the new model, distilled from the Google case. Further, best practices in how to adopt, implement, and sustain changes of the company’s management model are presented and discussed, as well as some complimentary advice in innovation management.
Poor procurement and management practices can negatively affect subconsultant bidding interest and contract performance. Subconsultants tolerate these practices until a tipping point is reached, at which point their willingness to bid decreases and their contract performance declines. In this study, personnel from four engineering consultant firms and seven subconsultants in Taiwan were interviewed to investigate the effects of their outsourcing and procurement practices on the bidding interest of subconsultants. Outsourcing records spanning 3 years were retrieved from an engineering consultant firm and used to identify the aforementioned tipping points. The findings suggest that inviting many subconsultants to bid lowers their response rate and contract performance, without reducing the contract award price. In addition, when the maximum award price falls below the minimum price acceptable to subconsultants, resulting in the inability to achieve a one-time bidding scenario, even if the engineering consultant firms subsequently increase the maximum award price and successfully contract, the subconsultants’ sentiment remains unrecoverable. Finally, a novel remainder analysis mechanism is proposed to reveal the reasons why some contracts are not awarded in the first round and evaluate whether the reasonableness of the maximum award price setting by engineering consultant firms.
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