A Supernova

2017 ◽  
Author(s):  
Keeley Wilson
Keyword(s):  
Strategic Thinking ◽  
Strategic Leadership ◽  
Top Management ◽  
Matrix Structure ◽  
Internal Competition ◽  
Management Changes

This chapter reviews the period 2004–6, opening with a description of the problems Nokia was facing due to a boycott of its products by operators. However, the problems ran deeper than this, as Nokia was losing its agility and entrepreneurialism, and focusing on scale rather than speed, so its products were constantly late to market. It goes on to analyze the implications of a reorganization into a matrix structure in 2004, which led to wide-ranging top management changes over the following two years and a subsequent deterioration of strategic thinking and strategic leadership. We also see a growing bureaucratization and loss of agility during this period, along with increasing internal competition and difficulties as Nokia grappled with the challenges of shifting from a “hardware-first” to “software-first” approach.

scholarly journals Implications of theory and research on strategic leadership: a critical review

2016 ◽  
Vol 15 (3) ◽  
pp. 119-131
Author(s):  
Carlos Roberto Banzato ◽  
Julio Cesar Volpp Sierra
Keyword(s):  
Critical Review ◽  
Top Management Team ◽  
Top Management Teams ◽  
Leadership Theory ◽  
Management Team ◽  
Strategic Leadership ◽  
Top Management ◽  
Field Of Study ◽  
Antecedents And Consequences ◽  
The Way

Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards by Finkelstein, Hambrick and Canella Jr. (2009) is one of the most important references in strategy studies. This work is a critical review of this book and attempts to answer why organizations do what they do or play the way they play. In this paper, we review all eleven chapters that make up the book. We then suggest the implications of this theory on strategy and organizations. We also consider how this book affects the development of the field of study. The book offers considerable foundations for executives and serves as a reference for researchers who wish to understand the phenomenon related to strategic leadership, considering the CEO, Board and Top Management Team.  The major contribution of this paper is that it summarizes the theory and concepts of the book in a few pages and identifies the main characteristics, antecedents and consequences of leadership in organizations. 

scholarly journals Impact of Strategic Leadership Competencies on Enhancing Core Competencies in Organizations: Applied Study on AlManaseer Group for Industrial & Trading

2018 ◽  
Vol 12 (11) ◽  
pp. 169
Author(s):  
Hani J. Irtaimeh
Keyword(s):  
Core Competencies ◽  
Core Competency ◽  
Leadership Competencies ◽  
Strategic Thinking ◽  
Strategic Leadership ◽  
The Core ◽  
Applied Study ◽  
Study Population ◽  
The Impact ◽  
Critical Resources

The aim of this study is to explore the impact of Strategic leadership competencies dimensions (Strategic Thinking Competencies, Leadership Competencies) on core competency in AlManaseer Group for Industrial & Trading. For this purpose, a questionnaire was developed to collect data from the study population which consists of 180 leaders. This is aimed at testing the hypotheses and achieving the objectives of the study. The most important results that the study achieved were that there was a statistically significant impact of Strategic leadership competencies with its dimensions (Strategic thinking competencies, leadership competencies) on core competency. The most important recommendations of the study were the necessity of AlManaseer Group should evaluate the core competencies; periodically and continuously in order to rebuild the critical resources which are the pillars of core competencies and in line with the requirements and conditions of strategic thinking and leadership competencies.

scholarly journals Will Artificial Intelligence Change Strategic Top Management Competencies?

2019 ◽  
Vol 6 (4) ◽  
pp. 34
Author(s):  
M S S El Namaki
Keyword(s):  
Artificial Intelligence ◽  
Strategic Behavior ◽  
Wide Spectrum ◽  
Strategic Thinking ◽  
Top Management ◽  
Fundamental Change ◽  
Management Competencies ◽  
Revolutionary Change ◽  
Executive Competencies ◽  
Intelligent Behavior

<p>The probability is high that Artificial Intelligence (AI) will provide the answer to future product and market innovations.  It has the ability to induce a fundamental change in products, markets, models, and paradigms. Manufacturing and a wide spectrum of services are undergoing a near-revolutionary change driven by AI delivered innovations. Computing equipment capable of what one may term partial and quasi-intelligent behavior is the trigger. Ways and means of converting this new phenomenon into the strategic behavior of firms is a murky process today. Yet this process will create new premises for strategic thinking and, in the process, new demands on executive competencies.</p>

scholarly journals Suggested Strategies For Effective Implementation Of Strategic Leadership Practices In This Globalization Era

2011 ◽  
Vol 1 (6) ◽  
Author(s):  
Abdalla Hagen ◽  
Rey Vaicys ◽  
Morsheda Hassan
Keyword(s):  
Human Capital ◽  
Multinational Corporations ◽  
Global Economy ◽  
Leadership Practices ◽  
Top Management Teams ◽  
Strategic Leadership ◽  
Top Management ◽  
Growth Orientation ◽  
Effective Implementation ◽  
Critical Issues

This study briefly explored the concepts of global economy and the new competitive landscape. The study also summarized strategic leadership practices that help firms to achieve and maintain competitiveness. Critical issues facing top management in the 21st century are also touched on. Finally the study examined the perceptions of CEOs toward suggested strategies (growth orientation, knowledge management, mobilization of human capital, developing an effective organizational culture, and remaining future focused) for CEOs and their top management teams to effectively implement strategic leadership practices. The results of this study indicate that a majority of the CEOs of multinational corporations who were surveyed agreed that the recommended strategies will help in the effective implementation of strategic leadership practices.

scholarly journals Corporate governance is directors making decisions: reforming the outward foundations for inside decision making

2004 ◽  
Vol 2 (1) ◽  
pp. 129-136 ◽  
Author(s):  
Michael Useem
Keyword(s):  
Decision Making ◽  
Corporate Governance ◽  
Top Management Team ◽  
Executive Leadership ◽  
Strategic Thinking ◽  
Management Team ◽  
Top Management ◽  
Board Leadership ◽  
The Right

If companies do have the right directors and practices in place, they will benefit from board leadership along with executive leadership. Great leadership is required of the top management team, but it is equally essential from those who are ultimately responsible for the team and the fate of the firm. Good decisions premised on strategic thinking and followed by timely execution will give the board what it needs to give the investors what they deserve.

Behavior of Hospital Mid-Level Managers in Budgeting Implementation - an Empirical Study

2014 ◽  
Vol 9 (3) ◽  
pp. 237-249
Author(s):  
Małgorzata Cygańska ◽  
Zbigniew Marcinkiewicz
Keyword(s):  
Empirical Study ◽  
Empirical Research ◽  
Implementation Process ◽  
Change Implementation ◽  
Top Management ◽  
Level Of Involvement ◽  
Attitudes And Behaviors ◽  
Medium Level ◽  
And Behaviors ◽  
Management Changes

This study examines the introduction of management changes in a hospital based on the Lewin's model. It focuses on the attitudes of a hospital's mid-level managers to a new management-budgeting system. The conclusions are based on empirical research. The article analyzes the change implementation process related to the budgeting system in a hospital with particular consideration of the attitudes and the level of involvement of employees in the performance of new tasks. The analysis showed that the top management of hospitals and the mid-level management do not see the effects of changes related to budgeting in similar ways. This may cause significant hindrances to the process of employees adopting attitudes and behaviors required by the top management. The diversity of opinions in this area may result from: not specifying in detail the targets of budgeting by the top management or not informing the medium-level management of them, a lack of set measures for evaluation of the performance of budget tasks, aiming at achievement of the assumed targets by means of methods not accepted by the employees.

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