Linking Strategic Management and Corporate Entrepreneurship for Firm Value Creation: A Developing Country Perspective

2020 ◽  
pp. 1-25
Author(s):  
Yitbarek Takele Bayiley ◽  
Robel Hailegiyorgis Behaylu
Keyword(s):  
Strategic Management ◽  
Developing Country ◽  
Value Creation ◽  
Firm Value ◽  
Corporate Entrepreneurship

Contingencies of intellectual capitals and financial capital on value creation

2015 ◽  
Vol 16 (1) ◽  
pp. 156-173 ◽  
Author(s):  
Kuo-An Tseng ◽  
Ching-I Lin ◽  
Szu-Wei Yen
Keyword(s):  
Strategic Management ◽  
Value Creation ◽  
Firm Value ◽  
Value Relevance ◽  
Group Analysis ◽  
Financial Capital ◽  
Significant Information ◽  
Content Type ◽  
Other Information ◽  
Ohlson Model

Purpose – The purpose of this paper is to investigate the relationship among intellectual capital (IC), financial capital (FC), firm value (V), and value creation (VC) in different business cycles (BC) for the conduct of strategic management that will maintain stable values and further increase V. Design/methodology/approach – This research cites ICs as “other information” to combine ICs and the Ohlson model. Information provided by various capitals is validated by multiple regression analysis. Multi-group analysis is performed to test whether the coefficient is moderated by BC. Findings – Results indicate the significant information of ICs and FC, and the contingency perspective of BC. The value relevance of ICs is moderated by BC. Prosperity has more explanatory capacities, and recession ICs yield more incremental information. Research limitations/implications – VC is influenced by both ICs and FC. Besides, the macroeconomic situation should also be considered in strategic management and VC management. Practical implications – In addition to ICs and FC, the macroeconomic situation must be taken into account when conducting strategic management, valuation management, investment decision, or industrial policy. Social implications – Results indicate a contingency of BC, which can be a reference for enterprises to create higher V, for investors to make appropriate investment, as well as for governments to formulate sound industrial policies. Originality/value – This paper applies BC to explore the value relevance of ICs and FC, leverages two models to represent V and VC, and cites complete four aspects of IC as “other information” to combine ICs and Ohlson model.

The relationship between cost leadership competitive strategy and firm performance

2019 ◽  
Vol 30 (6) ◽  
pp. 920-936 ◽  
Author(s):  
Manjeet Kharub ◽  
Rahul S. Mor ◽  
Rajiv Sharma
Keyword(s):  
Strategic Management ◽  
Developing Country ◽  
Continuous Improvement ◽  
Successful Implementation ◽  
Content Type ◽  
Cost Leadership ◽  
Mediating Role ◽  
Study Results ◽  
The Relationship

Purpose The purpose of this paper is to examine the cost leadership competitive strategy’s (CLCS) impact on firm performances and the mediating role of quality management (QM) practices in the context of micro, small and medium enterprises (MSMEs). Design/methodology/approach A structures questionnaire data collected from 245 ISO 9000 certified MSMEs in India (65.1 per cent of response rate) have been utilised to understand the CLCS’s impact on firm performances. In the first step, the data adequacy tests were performed to check the reliability and validity of the questionnaire and survey data. After that, the partial mediating model (direct, indirect and total effect) along with structural equation modelling approach was employed to test the research hypotheses. Findings The study results revealed that no direct relationship exists between the CLCS and firm performances (0.12<β<0.13; p>0.05); however, QM practices entirely mediated their relationship (β=0.73, p<0.01). Among eight model parameters, with highest total effects on product quality improvement (β=0.6264) and process improvement (β=0.6028), the continuous improvement secured the rank 1, followed by information and analysis (β=0.2334) and supplier management (0.1839), respectively, at p<0.05. Based on the empirical results, it can be concluded that the continuous improvement via proper information and data analysis is the key to achieve CLCS’s goal in the MSMEs. Research limitations/implications The study results’ generalisation towards the large organisations is limited. The survey result findings applicability to other developing countries should also be treated with caution because the Indian Government subsidised the MSMEs selected for this study. The study results will help managers in implementing CLCS at the organisational level. The successful implementation will facilitate a competitive advantage in the local market and will motivate them to think globally. Originality/value The research observation and findings are expected to contribute to the strategic management in manufacturing industries. The study also confirms the existence of strategic management in MSMEs in a developing country. Furthermore, the major contribution is to understand the mediating role of QM practices, especially continuous improvement effect on the relationship between CLCS and firm performances in a developing country. The results indicated that the CLCS is only possible when the managers in the manufacturing sectors emphasis on the QM practices in their firms.

The Impact of Industrial District Affiliation on Firm Value Creation

2003 ◽  
Vol 11 (2) ◽  
pp. 155-170 ◽  
Author(s):  
F. XAVIER MOLINA-MORALES ◽  
M. TERESA MARTÍNEZ-FERNAÁNDEZ
Keyword(s):  
Value Creation ◽  
Firm Value ◽  
Industrial District ◽  
The Impact

scholarly journals Marketing Alliances, Firm Networks, and Firm Value Creation

2009 ◽  
Vol 73 (5) ◽  
pp. 52-69 ◽  
Author(s):  
Vanitha Swaminathan ◽  
Christine Moorman
Keyword(s):  
Value Creation ◽  
Firm Value ◽  
Firm Networks ◽  
Marketing Alliances

The business model and intellectual capital in the value creation of firms

2017 ◽  
Vol 12 (3) ◽  
pp. 368-386 ◽  
Author(s):  
Anna Ujwary-Gil
Keyword(s):  
Strategic Management ◽  
Business Model ◽  
Intellectual Capital ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Citation Impact ◽  
Common Elements ◽  
Dynamic Approach ◽  
Content Type ◽  
The Common

Purpose The purpose of this paper is to analyze business model (BM) and intellectual capital (IC) of a firm with a focus on their common elements. The common bases in the field of strategic management for these two concepts are, among others, resource-based view, knowledge-based view, intellectual capital-based view, dynamic capabilities, and configurational approach. It indicates areas in which these two concepts can benefit from each other, e.g. in classification of components, their configuration, or dynamic approach. This general review examines the following research questions: What are the common concepts for the BM and IC? What are their common components? What does the dynamic approach to IC and BM mean? Design/methodology/approach The Web of Science™ Core Collection database was selected for the period 1975-2014 and the Journal of Intellectual Capital (JIC) indexed in Scopus® (Elsevier) was incorporated into the analysis for the period it had been indexed by Scopus (1990-2015). These databases were selected because they offer a reliable overview of historical data regarding journals, articles, and citation impact. The key filter criteria were the presence of the phrases “business model” or “intellectual capital” in the article title, abstract, and key words in order to narrow down the selection to the most appropriate results for the research area. Findings This paper investigates two concepts from the point of view of their underpinnings in management, definitions, and components, as well as value creation. Analysis of the foundations in management allows the author to present a cohesive model, which depicts a comprehensive approach to analysis of these two concepts. Many common elements have been identified and investigated. Originality/value First, it provides an indication of the common underpinnings of the analyzed concepts within the framework of strategic management and proposals for their development toward resource, knowledge, and IC accumulation, combination and heterogeneity-based views. Second, it presents an analysis of the BM and IC components, showing common elements between them. Third, it provides a description and analysis of dynamic view of BM and IC components in a value creation context.

The location strategy and firm value creation of Chinese multinationals

2013 ◽  
Vol 21 (3) ◽  
pp. 232-256 ◽  
Author(s):  
Yang Yang ◽  
Xiaohua Yang ◽  
Barry W. Doyle
Keyword(s):  
Value Creation ◽  
Firm Value ◽  
Location Strategy ◽  
Chinese Multinationals

Experiential, Functional, Symbolic, Cost: How Firms Use Value Creation Language to Enhance Firm Value

2020 ◽  
Vol 2020 (1) ◽  
pp. 18121
Author(s):  
Gaylen N Chandler ◽  
Michael S. McLeod ◽  
John Christian Broberg
Keyword(s):  
Value Creation ◽  
Firm Value ◽  
Use Value
Sign in / Sign up

Export Citation Format

Share Document