scholarly journals How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chun Liu ◽  
Jingjing Yang
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Economic Downturn ◽  
Management Process ◽  
Content Type ◽  
Turbulent Environments ◽  
Self Service ◽  
Self Service Technology ◽  
Strategic Management Process

Purpose The purpose of this study is to explore how hotels evolve their dynamic capabilities to adjust their technology-based strategy to improve performance and to gain competitive productivity (CP) during the COVID-19 pandemic and in the aftermath. Design/methodology/approach In-depth interviews with hoteliers were conducted to unveil their dynamic capabilities amid the pandemic as regard adjustments and performance of self-service technology (SST)-based strategies. Thematic analysis was used to analyze the data. Findings Data analysis revealed four types of dynamic capabilities (i.e. sensing, learning, integrating and coordinating capabilities). Equipped with these capabilities, hotels made minor adjustments to their SST strategies. In general, during an economic downturn, hotels refrained from introducing new SSTs. SSTs introduced before the pandemic were used more frequently and received enhanced customer feedback. The findings further revealed that the factors influencing hotels’ application of SSTs before and after the outbreak of COVID-19 remained similar. Originality/value This is the first research integrating CP, dynamic capabilities and strategic management process to explain how hotels adjust technological strategies to recover in a suddenly changed environment. Such a framework enables scholars and practitioners from content-oriented and process-oriented perspectives to make quick but sound strategic management decisions in adapting to turbulent environments. This timely study enriches the expertise of using technology as a recovery strategy and contributes to future research on the practical application of SSTs and crisis management.

Revisiting ethics in strategic management

2011 ◽  
Vol 11 (2) ◽  
pp. 214-223 ◽  
Author(s):  
John McManus
Keyword(s):  
North America ◽  
Strategic Management ◽  
Ethical Issues ◽  
Methodological Approach ◽  
Future Research ◽  
Management Process ◽  
Content Type ◽  
Corporate Scandals ◽  
Management Processes ◽  
Strategic Management Process

PurposeThe purpose of this paper is to explore the challenges faced by corporations in incorporating ethics into their strategic management processes.Design/methodological approachThe research is based on a survey of the issues and the literature published in Europe, North America and Asia.FindingsFindings indicate a definite gap between the implementation of strategy and the moral and ethical obligations of corporations. Given the decline in business ethics and recent corporate scandals it is proposed that ethics be brought back to the forefront of strategic management and integrated into the strategic management process.Research limitations/implicationsThe paper serves as a instrument for debate and future research in that the ethical issues faced by corporations will continue to gather momentum as will the issues faced by traditional strategists.Originality/valueThis paper allows researchers and practitioners to gain an understanding of the issues and shortcomings in strategy and ethical integration, which allows for future research.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

Technology in use – characterizing customer self-service devices (SSDS)

2019 ◽  
Vol 33 (1) ◽  
pp. 44-56 ◽  
Author(s):  
Johanna Gummerus ◽  
Michaela Lipkin ◽  
Apramey Dube ◽  
Kristina Heinonen
Keyword(s):  
Conceptual Development ◽  
Handheld Devices ◽  
Future Research ◽  
Research Directions ◽  
Content Type ◽  
Qualitative And Quantitative ◽  
The Subject ◽  
Self Service ◽  
Smart Service ◽  
Self Service Technology

PurposeThis study aims to introduce and characterize a specific form of self-service technology (SST), customer self-service devices (SSDs), as well as propose and apply a classification scheme of SSDs to encourage future research on such SSTs.Design/methodology/approachThe paper is based on conceptual development of customer SSDs and exploratory qualitative insight from representatives of companies offering various types of SSDs.FindingsThis paper introduces SSDs as customer-possessed and controlled smart service devices aiming to solve problems from the customer’s perspective, often within completely new, customer-defined service processes and ecosystems. SSDs are not confined to the company-controlled service environment, and customers may thus use them wherever and whenever they so wish. The study characterizes SSDs based on service and customer use features, as well as on the subject of the service act (self/other vs belongings) and nature of service act (monitoring vs acting).Research limitations/implicationsThis study is limited to conceptual exploration with qualitative insights from six companies. Future research is needed to empirically study different SSDs by using both qualitative and quantitative approaches in various settings.Originality/valueThe paper conceptualizes SSDs as an extension to the traditional SST framework. It contributes to the understanding of how personal handheld devices can contribute to customer experiences. It provides research directions to stimulate further research in SSTs.

scholarly journals Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

2020 ◽  
Vol 3 (4) ◽  
Author(s):  
Hebron L. Adoli ◽  
◽  
James M. Kilika
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Future Research ◽  
Management Process ◽  
Sustainable Competitive Advantage ◽  
Strategic Choices ◽  
Leadership Strategy ◽  
Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

Attributes valued by students in higher education services: a lean perspective

2019 ◽  
Vol 10 (4) ◽  
pp. 862-882
Author(s):  
Anete Petrusch ◽  
Guilherme Luís Roehe Vaccaro
Keyword(s):  
Higher Education ◽  
Group Analysis ◽  
Future Research ◽  
Strategic Positioning ◽  
Content Type ◽  
Education Services ◽  
Administrative Services ◽  
Field Evidence ◽  
Self Service ◽  
Self Service Technology

Purpose The purpose of this paper is to use theoretical and field evidence to discuss what the value-attributes for academic-administrative services as perceived by students in higher education institutions (HEIs) and how such organizations deliver them. An emerging framework relating value-attributes for HEIs’ administrative and academic services is presented from the perspective of students. Design/methodology/approach Focus group analysis with Brazilian HEI’s students supported this study. Extensive theoretical references from lean services and services theory contribute to building an emerging framework that extends the background on the subject. Findings The following framework of eight value-attributes for administrative services in HEIs were studied: reliability, empathy, access, responsiveness, self-service technology convenience, communication, personalization and imperceptibility. The value-attributes may receive different degrees of prioritization and improvement effort according to the type of service and strategic positioning of the organization. Research limitations/implications Field evidence is limited by the extent of students and organizations accessed. Implications include directing future research to produce a quantitatively validated model and as an emerging framework, to support decision-planning in the context of HEIs. Originality/value The study extends the literature relating the connection between lean services, services theory and higher education services. No similar study has been found in Brazilian HEIs.

scholarly journals Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

2020 ◽  
Author(s):  
Hebron L. Adoli ◽  
James M. Kilika
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Future Research ◽  
Management Process ◽  
Sustainable Competitive Advantage ◽  
Strategic Choices ◽  
Leadership Strategy ◽  
Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

Dynamic capabilities: towards an organizing framework

2016 ◽  
Vol 9 (4) ◽  
pp. 511-526 ◽  
Author(s):  
Mubarak Mohamud ◽  
David Sarpong
Keyword(s):  
Strategic Management ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Content Type ◽  
Integrated Framework ◽  
Developing Directions ◽  
Heuristic Device ◽  
Practical Implications

Purpose The purpose of this paper is to stimulate, shape and extend current discourse on the relevance of dynamic capabilities on firm competitiveness. Design/methodology/approach The authors delineate current debates on dynamic capabilities and synthesize them to develop some propositions and a heuristic framework to guide future research on dynamic capabilities as a strategic management construct. Findings The theoretical and methodological complexities involved in mapping the routines and processes’ underpinning dynamic capabilities has led to conceptual discrepancies, which in turn impede the understanding of the relevance and contribution of dynamic capabilities to competitiveness. Measuring dynamic capabilities remains the biggest barrier to progress in developing directions for theory and research in this area. Practical implications Stimulating and shaping the current discourse on the relevance of dynamic capabilities on competitiveness, the proposed integrated framework as a heuristic device can be to gauge the a firm’s dynamic capabilities vis-à-vis their competitors. Originality/value The authors propose a framework built around the inter-relationships of capabilities and hierarchies of capabilities to extend the understanding of how dynamic capabilities can be developed relative to a firm’s ability and embedded context.

The effects of relationship maintenance and relationship investment on self-service technology relationship performance

2016 ◽  
Vol 29 (3) ◽  
pp. 496-526 ◽  
Author(s):  
Hsin Hsin Chang ◽  
Chen Su Fu ◽  
Po Wen Fang ◽  
Yu-Cheng Cheng
Keyword(s):  
Computer Anxiety ◽  
Relationship Maintenance ◽  
Future Research ◽  
Content Type ◽  
Time Consciousness ◽  
Utilitarian Value ◽  
Self Service ◽  
Self Service Technology ◽  
Relationship Performance ◽  
Relationship Investment

Purpose – The purpose of this paper is to extend the utilitarian value of the dedication-based relationship maintenance mechanism of social exchange theory and customer perceived relationship investment to investigate the relationship performance of a retailer launching a self-service technology (SST). Computer anxiety and time consciousness are hypothesized to moderate the effects among these relationships. Design/methodology/approach – The results of the structural equation model, with in-store kiosk use experience data collected for 211 respondents, supported the research model. Multiple regression analysis was used for testing the moderating effects. Findings – The utilitarian value of dedication-based relationship maintenance is related to perceived relationship investment. Higher levels of customer-perceived relationship investment impact relationship performance. Computer anxiety and time consciousness act separately as both partial and full moderators. Research limitations/implications – First, this study did not consider different kinds of products/services to have different effects with regard to customer cognition. Second, most of the respondents were students, and this is a limitation in business research, because of such factors as lower incomes and higher information technology ability as compared to individuals with other occupations. Third, it is difficult to distinguish whether the level of perceived convenience is due to the convenience stores per se or the in-store kiosks that they have. Future research may thus consider analyzing in more detail how perceived convenience is evoked. Finally, future research can consider constraint-based relationship maintenance mechanisms with regard to operating in-store kiosk businesses. Practical implications – Retailers who are willing to continually launch SSTs should tie such efforts to their relationship marketing strategies. Moreover, retailers who are willing to launch e-businesses should establish strategies designed to enhance customer experience with regard to the use of technology. Finally, launching SSTs should involve the continual development of an effective purchasing process and functional relationship marketing strategies. Originality/value – This paper can help managers organize relationship maintenance mechanisms, especially with regard to the development of user utilitarian value, in order to obtain improved relationship performance.

scholarly journals Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

2020 ◽  
Author(s):  
Hebron L. Adoli ◽  
James M. Kilika
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Future Research ◽  
Management Process ◽  
Sustainable Competitive Advantage ◽  
Strategic Choices ◽  
Leadership Strategy ◽  
Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

Performance measurement in-fourth party reverse logistics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Halil Hilmi Öz ◽  
Bahar Özyörük
Keyword(s):  
Strategic Management ◽  
Performance Measurement ◽  
Measurement System ◽  
Reverse Logistics ◽  
Well Being ◽  
Management Process ◽  
Content Type ◽  
Procedural Approach ◽  
Current Trends ◽  
Strategic Management Process

Purpose This paper aims to develop a performance measurement (PM) system for fourth-party reverse logistics (RL). In this regard, it proposes simultaneous utilization of a procedural approach and hybrid use of existing performance frameworks. Design/methodology/approach The paper first describes fundamentals of RL and PM approaches in literature to build a basis for further discussion. It then carries out a systematic review of the literature on PM in RL to highlight current trends and approaches in this regard. At last, it develops a PM system for fourth-party RL by exploring relevant performance frameworks and by defining a procedure in detail. Findings The paper identifies the ongoing interest in development PM in RL, and the gap and the need for the development of comprehensive PM system for fourth-party RL. It also identifies the best approach is to use existing performance frameworks in literature and a procedural approach together as they complement each other rather than contradicting. Research limitations/implications The paper fills a gap in literature by developing a comprehensive PM framework for the fourth-party RL. The presented procedure is well suited to be used as part of strategic management process in any fourth-party RL organization. It forces users a top-down approach, from strategies to measures, so that a strong linkage is established in the process. When used together with the proposed PM framework, it guarantees a comprehensive and balanced PM system. Practical implications The paper identifies the need for the development of a PM framework as well as a measurement system for the fourth-party RL in the literature. In this regard, it develops a PM framework first, and then a procedure on how to implement it. As a result, users can effectively use them as a part of strategic management process of their organizations. Social implications The fourth-party RL is growing and very promising mode of RL for well-being of society, by offering a strong path to sustainable development in the midst of diminishing resources in the world. The existence of a well measurement system is crucial for the healthy operations and development of fourth-party RL organizations. The paper is offering a strong PM model in this regard. Originality/value The paper fulfills an identified need to study how to develop a PM system for fourth-party RL.

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