scholarly journals The Impact of Business Strategic Orientation on Innovation-Driven Mergers and Acquisitions: An Empirical Study

2021 ◽  
Vol 2021 ◽  
pp. 1-11
Author(s):  
Zhuozhu Liu ◽  
Yiran Li ◽  
Zhaoyang Zhang ◽  
Rongying Zhao
Keyword(s):  
Mergers And Acquisitions ◽  
Business Strategy ◽  
Probit Model ◽  
Strategic Orientation ◽  
Business Strategies ◽  
Development Approach ◽  
The Impact ◽  
Mediator Variable ◽  
Significant Attention

The “innovation-driven” development approach plays a crucial role in transforming and developing current China’s national economy. Many innovation-driven mergers and acquisitions (M&As) emerge in the M&As activities of firms, and the acquiring firm’s business strategy of conducting innovation-driven M&As has drawn significant attention. To study the impact of business strategy on innovation-driven M&As, this paper adopts the probit model to conduct logistic regression analysis on the 223 M&As data samples, exploring which business strategy is inclined to perform innovation-driven M&As. The results show that prospective firms are more likely to conduct innovation-driven M&As. Besides, the firms that conduct prospective business strategies are more likely to have a higher innovation level than firms operating defensive business strategies. The innovation level plays the role of a mediator variable in the model of business strategies influencing innovation-driven M&As. This paper analyzes the innovation-driven motivation from the perspective of business strategy, enriching the research of M&A and offering a method to predict the possibility of innovation-driven M&A by measuring business strategy.

scholarly journals MCS package and entrepreneurial competency influence on business performance: the moderating role of business strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shafique Ur Rehman ◽  
Hamzah Elrehail ◽  
Kiran Nair ◽  
Anam Bhatti ◽  
Abdallah Mohammad Taamneh
Keyword(s):  
Business Strategy ◽  
Business Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Business Strategies ◽  
Content Type ◽  
Administrative Control ◽  
Entrepreneurial Competencies ◽  
The Impact

PurposeThis paper draws on resource-based theory (RBV) to examine the impact of the management control system (MCS) package on business performance through the mediating role of entrepreneurial competencies and the interaction role of business strategy in small and medium-sized enterprises (SMEs).Design/methodology/approachA total of 372 questionnaires were used in this research for analysis purposes using partial least square–structural equation modelling. Cluster sampling was used and nine states out of 16 states were selected randomly, including Kelantan, Johor, Sarawak, Selangor, Kedah, Kuala Lumpur, Penang, Perak and Sabah, because the nine states cover 84.4% of the total SMEs.FindingsThe results revealed that only cultural and administrative control has no relationship with business performance. Moreover, in the MCS package, all elements have a significant and positive influence on entrepreneurial competencies. Furthermore, business strategy (cost leadership and differentiation strategy) significantly moderates, while entrepreneurial competencies mediate between, cultural, planning, cybernetic, rewards and compensation, administrative control and business performance.Originality/valueSMEs in Malaysia are contributing 36.6% to gross domestic product. Further, as this sector is important, less attention has been paid to this area of MCS package with business strategies to determine organisational performance. This study fills these gaps, and the recommendations and findings for further research are discussed in detail accordingly. Moreover, the findings of the current research provide guidelines for the management of SMEs.

Impact of Business Strategy on Stock Price Crash Risk: Role of Overvalued Equity

2018 ◽  
pp. 112-129
Author(s):  
Sana Saleem ◽  
Muhammad Usman ◽  
Muhammad Anwar ul Haq
Keyword(s):  
Stock Prices ◽  
Business Strategy ◽  
Stock Price ◽  
Stock Exchange ◽  
Business Strategies ◽  
Crash Risk ◽  
Innovative Strategies ◽  
The Future ◽  
The Impact

The objective of the current study is to investigate the impact of business strategies on the future crash risk of stock prices by considering the role of overvalued equity. This relationship is checked by taking non-financial firms from Pakistan Stock Exchange from 2008-2016. To evaluate the business strategy, composite strategy score is used which considers the firm's development and research costs to look for new products, sales ratio to determine the firm’s capacity to manufacture the product efficiently, standard deviation of employees, sales growth, marketing expense to sales ratio to locate the firms’ emphasis on marketing, and intensity of assets expenditures to capture the firms’ emphasis on production. Market to book decomposition method is used to calculate the equity overvaluation whereas the negative conditional skewness is used as a measure of crash risk. Random and fixed effect panel regression models are used to estimate the results. The results of the present study indicate that firms pursuing innovative strategies have a higher probability to face crash price risk. Outcomes of the study also confirm that such strategies also increase the likelihood of equity overvaluation which increases the risk of stock price crash in the future. The results of the current study are helpful for the investors in allocating the assets cautiously among companies with diverse strategies.

The impact of self-development on the tendency toward organizational innovation in higher education institutions with the mediating role of human resource agility

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fatemeh Narenji Thani ◽  
Ebrahim Mazari ◽  
Somaye Asadi ◽  
Maryam Mashayekhikhi
Keyword(s):  
Higher Education ◽  
Organizational Innovation ◽  
The Self ◽  
Content Type ◽  
Nonacademic Staff ◽  
Self Development ◽  
Development Approach ◽  
The Impact ◽  
Practical Implications

PurposeConsidering innovation and its improvement as an essential strategy to enable organizations to continue their lives in the new competitive environment leads to a focus on employees' self-development as a factor that affects human resource agility (HRA) and the tendency toward organizational innovation. Consequently, the purpose of the study was to explain the impact of self-development on the tendency toward organizational innovation with the role of the mediator, HRA in higher education institutions as one of the most important and vital organizations in any society.Design/methodology/approachThe study was an applicable one with the quantitative approach using the descriptive–correlative method. The population consisted of 477 nonacademic employees of Kharazmi University among whom 214 ones were selected as the sample group, using a simple random sampling technique. Data were collected through the self-development, HRA and the tendency toward organizational innovation questionnaires and then analyzed using the structural equation modeling approach.FindingsThe study findings revealed a positive impact of self-development on the HRA (γ = 0/79) and HRA on the tendency toward organizational innovation (β = 0/6). Also, self-development with mediating HRA impacts the tendency toward organizational innovation (β = 0/58). Finally, self-development had no direct impact on the tendency toward organizational innovation.Research limitations/implicationsTaking the circumstances of doing this research into consideration, if there were the opportunity to do the research on the staffs of more than one university simultaneously and categorize the university staff into executives, managers and experts, more favorable results could be achieved. Also, considering group and organizational factors with the attention to the self-development approach and its factors would provide more awareness-training information on the higher education system in Iran. For future researches, both the individual and group factors are suggested to be surveyed and compared, to assess the weight and impact of these factors all together and to provide an adequate clarification of the role of the group and the organization. Finally, in future studies, it is also recommended that a qualitative approach be used to reach deeper clarifications on the aspects of these variables in the context of higher education.Practical implicationsThese findings have major practical implications concerning the higher educational settings. The findings of this study must give significant and practical insights for policymakers of universities and other higher education stakeholders, as well as recommendations to the academic community for further research in this area. First, they should recognize that nonacademic staff members are professional employees who contribute to improving organizational innovation. Higher education must focus on designing and implementing successful mechanisms and a well-planned self-development program that can help and promote the self-development approach among all staff. If the above-mentioned programs are designed based on the employees' needs analysis, they will get trained in a way to enhance mental and behavioral flexibility. The programs with such an approach can result in the proactive, adaptive, resilient behavior and agility of HR.Originality/valueThe model for this study has integrated and prioritized the key innovation drivers that would help universities design, adopt and implement policies and practices that facilitate and encourage improvements and adaptation to a fast-paced environment. Furthermore, the convincing reason for the significance of the current research is that although several types of research have been carried out on each of these three variables in different contexts separately, very few studies, like this, have directly examined the correlation between these three variables among the non-academic staff in higher education institutes. So, given the importance of the issue and rare availability of evidence in this regard, the authors were intrigued to discover whether the self-development through the mediation of HRA could reinforce and strengthen the tendency toward organizational innovation and whether HRA could be an appropriate mediator of the relationship between self-development and the tendency toward organizational innovation among the nonacademic staff of Kharazmi University as one of the most prestigious and celebrated universities in Iran.

Language Tests, Language Policy, and Citizenship

2018 ◽  
Author(s):  
Kellie Frost ◽  
Tim McNamara
Keyword(s):  
Immigration Policy ◽  
The United States ◽  
Language Test ◽  
Immigrant Communities ◽  
Language Tests ◽  
Highly Skilled Migrants ◽  
The Impact ◽  
Changing Role ◽  
Significant Attention

The role of language tests in immigration policy has attracted significant attention in recent years as the disruptive effects of globalisation are felt. Much of the research has focused on the situation in Europe, where societies that were traditionally not countries of immigration now have significant and increasing immigrant communities. Less attention has been paid to countries of immigration such as Australia, Canada, New Zealand, and the United States, which have sometimes encouraged immigration and have found it easier to embrace various forms of multiculturalism, despite some inevitable tensions. This chapter provides an account of the complex and rapidly changing role that language test scores have played in immigration policies favouring highly skilled migrants in Australia, and draws on Foucault’s discussion of the function of examinations to explore the impact of these changes on the lives of individuals subjected to the policies.

The role of nursing leadership in supporting the delivery of compassionate care during NHS mergers and acquisitions

2021 ◽  
Vol 27 (7) ◽  
pp. 186-193
Author(s):  
Helen Rogers
Keyword(s):  
Mergers And Acquisitions ◽  
Lived Experience ◽  
Care Delivery ◽  
Nursing Leadership ◽  
Compassionate Care ◽  
Structured Interviews ◽  
Nurse Leadership ◽  
Role Of Nursing ◽  
The Impact

Background/Aims This qualitative study explores the role of nursing leadership in supporting the delivery of compassionate care in a hospital that experienced both an acquisition and merger within 5 years. It aimed to understand the impact that NHS mergers and acquisitions have on a nursing team's capacity to deliver compassionate care to patients and to explore how nursing leadership can support the delivery of compassionate care during these periods. Methods Semi-structured interviews were undertaken with seven members of purposively recruited staff, who had lived experience of working at a hospital during an acquisition by a larger NHS trust, followed by a merger with another large NHS trust 5 years later. Results Staff valued authentic, honest and visible nurse leadership that was understanding of the context in which they were delivering care. Ward managers and matrons acted as ‘shock absorbers’ to protect their teams from the negative aspects of the change process. However, this came at an emotional cost and demonstrates the need for continued support structures. Conclusions This case study shows that staff value being able to deliver compassionate care; it gives meaning to their work, especially the ‘small things’. However, the context of care delivery can affect their ability to do this. There remains a great need for emotional support for staff to sustain their resilience in the face of changing staff, policies, practices and clinical models.

Alignment Of Organizational Strategy With Information Technology Strategy

2011 ◽  
pp. 106-139
Author(s):  
Tamio Shimizu ◽  
Marley Monteiro de Carvalho ◽  
Fernando Jose Barbin
Keyword(s):  
Information Technology ◽  
Business Strategy ◽  
Business Strategies ◽  
Great Expectations ◽  
Organization Effectiveness ◽  
Long Run ◽  
New Strategy ◽  
Structured Problems ◽  
It Applications ◽  
The Impact

Digital computers came into being after the Second World War. After a period of use solely in scientific and military areas, business perceived that this technological innovation could be very useful. The large, expensive equipment was very limited in terms of the information it could process and store, in addition to the restricted number of users who could access them simultaneously or from remote locations. Both the training and vision of professionals in the area of what was then called “data processing” was eminently technical. Thus, the early applications were developed to resolve well-structured problems, i.e., those whose stages and sequences were well-defined, such as payroll, stock control, and accounts due and received. Technology evolved and by the end of the 1970s, there were a number of alternative uses for computers and basic applications had been installed in the large companies. At that point, specialists began discussing a way to use Information Technology (IT), a term that came into use in the 1980s, better to make businesses more competitive. From that time on, many theories, models, and techniques have been studied and developed so that information technology can be used in tune with business strategies and operations. IT progressively came to play an important role in the strategy of the leading companies in competitive markets. Presently there are great expectations that IT applications will make possible new strategy alternatives for business and new opportunities for companies; as in the case of e-commerce and e-business (Porter, 2001; Evans & Wurster, 1999). However, there is also an extensive debate about the real gains derived from investments in IT. Focusing solely on the efficiency of IT applications will not provide a response to such questions. To evaluate the impact of IT on business strategy and operations, a focus on its effectiveness is needed. One must examine the results of IT applications in relation to the objectives, goals, and needs of an organization. Effectiveness should be maintained in the long run, and for this to happen, the concept of Strategic Alignment between IT and the business is fundamental.

The role of firm-specific factors in the strategy-performance relationship

2018 ◽  
Vol 41 (1) ◽  
pp. 46-73 ◽  
Author(s):  
Prodromos Chatzoglou ◽  
Dimitrios Chatzoudes ◽  
Lazaros Sarigiannidis ◽  
Georgios Theriou
Keyword(s):  
Firm Performance ◽  
Strategic Orientation ◽  
Organisational Structure ◽  
Research Model ◽  
Manufacturing Companies ◽  
Content Type ◽  
Specific Factors ◽  
The Impact ◽  
The Relationship

Purpose This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main objective is to examine the relationship between “strategic orientation” and “firm performance”, in the light of two firm-specific factors (“distinct manufacturing capabilities” and “organisational structure”). The proposed research model of the present study is built upon the resource-based view (RBV) of the firm and the organisational aspect of the VRIO framework (the “O” from the VRIO model). Design/methodology/approach The study proposes a newly developed research model that adopts a four-factor approach, while examining a number of direct and indirect effects. The examination of the proposed research model was made with the use of a newly developed structured questionnaire that was distributed on a sample of Greek manufacturing companies. Research hypotheses were tested using the structural equation modelling technique. The present study is explanatory (examines cause and effect relationships), deductive (tests research hypotheses), empirical (collects primary data) and quantitative (analyses quantitative data that were collected using a structured questionnaire). Findings The empirical results suggest the coexistence of three distinct categories of effects on “firm performance”: strategy or “utility” effects, depending on the content of the implemented strategy; firm-specific effects, depending on the content of the organisational resources and capabilities; and organisational effects, depending on the implemented organisational structure. More specifically, the statistical analysis underlines the significant mediating role of “strategic orientation” and the complementary role of “organisational structure”. Finally, empirical results support the argument that “strategy follows structure”. Research limitations/implications The use of self-reported scales constitutes an inherent methodological limitation. Moreover, the present study lacks a longitudinal approach because it provides a static picture of the subject under consideration. Finally, the sample size of 130 manufacturing companies could raise some concerns. Despite that, previous empirical studies of the same field, published in respectable journals, were also based on similar samples. Practical implications When examining the total (direct and indirect) effects on “firm performance”, it seems that the effect of “organisational structure” is, almost, identical to the effect of “distinct manufacturing capabilities”. This implies that “organisational structure” (an imitable capability) has, almost, the same contribution on “firm performance” as the manufacturing capabilities of the organisation (an inimitable capability). Thus, the practical significance of “organisational structure” is being highlighted. Originality/value There has been little empirical research concerning the bundle of firm-specific factors that enhance the impact of strategy on business performance. Under the context of the resource-based view (RBV) of the firm, the present study examines the impact of “organisational structure” on the “strategy-capabilities-performance” relationship, something that has not been thoroughly investigated in the strategic management literature. Also, the present study proposes an alternate measure for capturing the concept of business strategy, the so-called factor of “strategic orientation”. Finally, the study adopts a “reversed view” in the relationship between structure and strategy. More specifically, it postulates that “strategy follows structure” and not the opposite (“structure follows strategy”). Actually, the empirical data supported that (reversed) view, challenging the traditional approach of Chandler (1962) and calling for additional research on that ongoing dispute.

scholarly journals Determinants of Leadership and Organizational Culture in Implementing Business Strategies

2021 ◽  
Vol 1 (1) ◽  
pp. 10-17
Author(s):  
Zainal Ilmi ◽  
Robiansyah Robiansyah ◽  
Michael Hadjaat ◽  
Saida Zainurossalamia ZA ◽  
Dio Caisar Darma
Keyword(s):  
Organizational Culture ◽  
Business Strategy ◽  
Organizational Form ◽  
Business Strategies ◽  
Cultural Norms ◽  
Corporate Environment ◽  
Technology Leader ◽  
And Behaviors ◽  
Leader Attributes

Leadership and organizational culture are essential factors in the sustainability of a business. The two things' strategy becomes a concept that is often used as a foundation by various companies in running their activities. This article aims to discuss the role of leadership and organizational culture in implementing business strategy. Societal, cultural norms influence leader attributes and behaviors. Leader attributes and actions can be affected by the organization's corporate environment, size, and technology. Leader attributes and behaviors can determine the organizational form and organizational culture, and vice versa.

scholarly journals The Impact of the Alignment Between Information Systems and Marketing on Business Performance

2021 ◽  
Author(s):  
◽  
Valerie Anne Hooper
Keyword(s):  
Information Systems ◽  
Conceptual Model ◽  
Market Orientation ◽  
Business Performance ◽  
Positive Impact ◽  
Strategic Orientation ◽  
Business Strategies ◽  
Second Phase ◽  
Marketing Performance ◽  
The Impact

<p>The purpose of this research was to determine the impact of the strategic alignment between information systems (IS) and marketing on business performance. The work of Chan (1992) was used as a point of departure. She had explored the fit between IS and business strategies and had used strategic orientation as a basis for determining the fit (alignment). Although the marketing literature did not reveal any measure for alignment, measures existed for market orientation. This appeared to be the approximate marketing equivalent of strategic orientation. Given the strategic nature of market orientation, it was decided to use it in addition to strategic orientation in order to calculate alignment. It was also decided to use marketing performance as an intermediary dependent variable. A conceptual model was devised which could be applied to the assessment of alignment according to either strategic orientation or market orientation. It consisted of three constructs: alignment, marketing performance and business performance. Implicit in this model was the calculation of alignment based either on strategic orientation or on market orientation. Two versions of the model would thus be tested. A mixed methods approach was adopted for the research. First, a qualitative phase of interviews with 36 respondents (the heads of information technology (IT)/IS and the heads of marketing of 18 companies) was conducted. The purpose was to obtain a deeper understanding of perceptions of alignment between IS and marketing, and to ascertain the different measures used for marketing performance and business performance. The findings served to refine the conceptual model and inform the second phase survey. The second phase was quantitative and consisted of a mail survey of heads of IT and heads of marketing of large New Zealand companies. In total 415 responses were received, 350 of them being pairs from 175 companies.  Pairs of responses were a requirement for the calculation of alignment. A new formula was developed for the calculation. This was used to calculate alignment according to both strategic orientation and market orientation. The data collected in the second phase were used to test the model, using both factor analysis and structural equation modelling. Statistically significant evidence was provided that indicated that the alignment between IS and marketing exerts a positive impact on both business performance and marketing performance, and that marketing performance exerts a positive impact on business performance. This is so, irrespective of whether alignment is calculated according to strategic orientation or market orientation. The value of the research lies in the development of a parsimonious model which measures the alignment between IS and marketing and the impact of that on business performance. It also lies in the development of a robust formula for the calculation of alignment. It further demonstrates the value of a cross-disciplinary approach which could have significant implications for both academic research and for practitioners. The potential impact on companies consists of the breaking down of the silo mentality; an emphasis on cross-functional teamwork, cross-functional training and job rotation; and an impact on organizational structure and culture.</p>

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