Strategic renewal: Can it be done profitably?

Following a long history of using various strategies and policies for diversification and seasonal adjustment in the face of the challenges of achieving economic, social, and environmental sustainability, sun and beach destinations should also consider targeting the wellness tourism market as a post pandemic opportunity and long-term solution. Salou is a mature sun and beach destination in the Mediterranean, but one which, for some time, has had an increasing commitment to family and sports tourism as a result of a strategic renewal process. Now, with the impact of the coronavirus pandemic, the destination management organization is considering the evolution of the model, the internalization of sustainability as a fundamental value, and the impact of different markets. In this study, we examined the challenges the Salou Tourist Board has faced during the development of a post pandemic model for sustainable tourism and what strategies it has adopted in response. We also considered the opportunities and competitive advantages that Salou has in the field of wellness tourism. The results obtained should encourage the continuation of work that promotes the environmental axis of sustainability and adds value to the natural resources on which it depends, including the sea and the landscape, while maintaining the environmental quality of the resources.

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Extension of the strategic renewal journey framework: The changing role of middle management

Technology in Society ◽

10.1016/j.techsoc.2021.101540 ◽

2021 ◽

Vol 65 ◽

pp. 101540

Author(s):

Lilla Hortovanyi ◽

Roland Zs Szabo ◽

Peter Fuzes

Keyword(s):

Middle Management ◽

Strategic Renewal ◽

Changing Role

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Promoting strategic performance through strategic orientation and strategic renewal

Management Decision ◽

10.1108/md-04-2019-0536 ◽

2019 ◽

Vol 58 (2) ◽

pp. 376-392 ◽

Cited By ~ 2

Author(s):

Hassan Ahmed Shah ◽

Muhammad Yasir ◽

Abdul Majid ◽

Muhammad Yasir ◽

Asad Javed

Keyword(s):

Positive Impact ◽

Moderated Mediation ◽

Strategic Orientation ◽

Mediation Model ◽

Content Type ◽

Strategic Performance ◽

Strategic Renewal ◽

Mediating Role ◽

Moderated Mediation Model

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.

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Does Strategic Renewal Affect the Organizational Reputation of Travel Agents Through Organizational Identification?

International Journal of Tourism and Hospitality Management ◽

10.21608/ijthm.2022.211462 ◽

2022 ◽

Vol 5 (1) ◽

pp. 1-22

Author(s):

Bassam Al-Romeedy ◽

Asmaa Mohamed

Keyword(s):

Organizational Identification ◽

Strategic Renewal ◽

Travel Agents ◽

Organizational Reputation

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Corporate entrepreneurship - Distilling the concept

The Southern African Journal of Entrepreneurship and Small Business Management ◽

10.4102/sajesbm.v7i1.7 ◽

2015 ◽

Vol 7 (1) ◽

pp. 69 ◽

Cited By ~ 1

Author(s):

Colene Hind ◽

Renier Steyn

Keyword(s):

Key Words ◽

Corporate Entrepreneurship ◽

The Other ◽

Strategic Renewal ◽

Corporate Venturing ◽

Body Of Knowledge ◽

Core Elements ◽

Conceptual Confusion ◽

Level Of Agreement

Background: Corporate entrepreneurship (CE) is credited for many positive organisational outcomes, including systemic growth and increased revenue. Several terms associated with CE, including strategic renewal, corporate venturing and intrapreneurship are frequently used interchangeably and often confuse scholars, researchers and practitioners. The lack of clarity about the exact meaning of these terms is detrimental to the synergy in the current body of knowledge and the development of models involving these concepts. Objective: The aim of this paper was to describe CE as a unique concept, distinguishable from related concepts. Methodology: Several definitions of CE as well as the related terms were dissected, to identify core elements associated with each of them. The validity of these comprehensive definitions was tested by requesting 68 master’s degree students to classify the definitions. Inter-rater reliabilities were calculated in order to assess the level of agreement in the classification of the constructs. Results: The results indicate that CE is difficult to distinguish from strategic renewal and corporate venturing, but that intrapreneurship seems to be better defined and separate from the other constructs. Conclusion: These results emphasise the conceptual confusion that exists around CE and the need for further clarification of terminology.KEY WORDSCorporate entrepreneurship, strategic renewal, corporate venturing, intrapreneurship.

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The middle manager in search of business model innovation

Journal of Business Strategy ◽

10.1108/jbs-04-2018-0061 ◽

2019 ◽

Vol 40 (4) ◽

pp. 3-10 ◽

Cited By ~ 1

Author(s):

Sergejs Groskovs ◽

John P. Ulhøi

Keyword(s):

Business Model ◽

Continuous Process ◽

Organisational Change ◽

Business Model Innovation ◽

Middle Manager ◽

Content Type ◽

Strategic Renewal ◽

Model Search ◽

Practical Guidelines ◽

Major Transformation

Purpose It does not always take a heroic CEO to initiate a major transformation such as business model innovation. A middle manager with a personal drive and a sense of need for change may well jump-start this process. This paper aims to offer a simple framework and a set of practical guidelines for engaging the broader organisation in business model search and change activities. Design/methodology/approach This paper draws on research in entrepreneurship, organisational change and strategic renewal; develops a set of managerial guidelines; and illustrates those with practical examples. Findings Business model innovation is an iterative, dynamic and continuous process of search and change activities. Key practical guidelines to manage this process include understanding the environment, ensuring resources and funding, engaging entrepreneurial individuals, committing senior management, firm orchestration of the change process and involvement of middle management and employees. Practical implications The framework allows for structuring a business model innovation and offers key guidelines for the journey, thus enabling an entrepreneurial middle manager to lead the effort. Originality/value Despite that business model innovation is normally considered the domain of the CEO, this paper shows that middle managers can also play a key role in the process. The value of the paper lies in the simplicity and practicality of the framework.

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