scholarly journals Editor, Executive and Entrepreneur

2016 ◽  
Vol 37 (2) ◽  
pp. 115-130
Author(s):  
Tor-Bøe Lillegraven ◽  
Erik Wilberg
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
Organizational Ambidexterity ◽  
Growth Strategies ◽  
Industry Data ◽  
Executive Leaders ◽  
Leadership Challenges ◽  
Business Environments ◽  
Over Time

AbstractTo survive in today’s increasingly complex business environments, firms must embrace strategic paradoxes: contradictory yet interrelated objectives that persist over time. This can be one of toughest of all leadership challenges, as managers must accept inconsistency and contradictions. In this article, we develop and empirically test a set of hypotheses related to ambidexterity, a key example of a paradoxical strategy. Through our analysis of data from a survey of executive leaders, we find a link between organizational ambidexterity and strategic planning, suggesting that the complexities of navigating in explorative ventures require more explicit strategy work than the old certainties of a legacy business. We identify and discuss inherent paradoxes and their implications for firm performance in 22 industry-specific strategies, where empirical industry data shows a pattern of conflict between explorative growth strategies and exploitative profit strategies. We argue that this is just one of the inherent paradoxes in the ambidexterity construct.

How Strategic Planning Practices Evolve Over Time: Longitudinal Case Study

2021 ◽  
Vol 2021 (1) ◽  
pp. 10112
Author(s):  
Heidi Korin ◽  
Hannele M J Seeck ◽  
Kirsi Liikamaa
Keyword(s):  
Strategic Planning ◽  
Longitudinal Case Study ◽  
Over Time

scholarly journals Exploring the Effects of Trust and Its Outcomes in B2B Relationship Stages: A Longitudinal Study

2020 ◽  
Vol 12 (23) ◽  
pp. 9937
Author(s):  
Hong-Youl Ha
Keyword(s):  
Firm Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Temporal Dynamics ◽  
Start Up ◽  
B2b Relationships ◽  
The Impact ◽  
Business To Business ◽  
Positive Effect ◽  
Over Time

Temporal dynamics in business-to-business (B2B) relationships are the evolution of B2B relationship stages. This study offers new insights in examining the impact of the temporal dynamics on firm performance during the B2B relationship stages. Drawing on B2B stage models, social exchange theory and the evolution of trust, the results show that the link between trust and firm performance weakens when a relationship between two parties reaches a particular stage. trust has a positive effect on firm performance in the same period; however, this positive effect decreases over time. Thus, the impact of trust on firm performance is insignificant in subsequent relationship stages in the start-up context. The impact of trust on firm performance is unstable and decreases over time. This study offers new theoretical and managerial insights regarding the temporal dynamics in B2B relationships.

scholarly journals CONDA-PM—A Systematic Review and Framework for Concept Drift Analysis in Process Mining

Algorithms ◽  
2020 ◽  
Vol 13 (7) ◽  
pp. 161
Author(s):  
Ghada Elkhawaga ◽  
Mervat Abuelkheir ◽  
Sherif I. Barakat ◽  
Alaa M. Riad ◽  
Manfred Reichert
Keyword(s):  
Systematic Review ◽  
Business Process ◽  
Continuous Monitoring ◽  
Business Processes ◽  
Process Mining ◽  
Concept Drift ◽  
Business Environments ◽  
Drift Analysis ◽  
Comprehensive Framework ◽  
Over Time

Business processes evolve over time to adapt to changing business environments. This requires continuous monitoring of business processes to gain insights into whether they conform to the intended design or deviate from it. The situation when a business process changes while being analysed is denoted as Concept Drift. Its analysis is concerned with studying how a business process changes, in terms of detecting and localising changes and studying the effects of the latter. Concept drift analysis is crucial to enable early detection and management of changes, that is, whether to promote a change to become part of an improved process, or to reject the change and make decisions to mitigate its effects. Despite its importance, there exists no comprehensive framework for analysing concept drift types, affected process perspectives, and granularity levels of a business process. This article proposes the CONcept Drift Analysis in Process Mining (CONDA-PM) framework describing phases and requirements of a concept drift analysis approach. CONDA-PM was derived from a Systematic Literature Review (SLR) of current approaches analysing concept drift. We apply the CONDA-PM framework on current approaches to concept drift analysis and evaluate their maturity. Applying CONDA-PM framework highlights areas where research is needed to complement existing efforts.

SMEs ECT Reality

2009 ◽  
pp. 421-439
Author(s):  
Zakia A. Elsammani
Keyword(s):  
Strategic Planning ◽  
Electronic Commerce ◽  
Management Practices ◽  
Change Agent ◽  
Structured Interviews ◽  
Web Presence ◽  
The Difference ◽  
The Uk ◽  
Development And Management ◽  
Over Time

Lack of strategic planning in e-commerce and subsequently e-business adoption within smallto medium-sized enterprises (SMEs) has been strongly reported in literature. This chapter presents SMEs’ Web presence implementation patterns and unravels the reasons behind the lack of strategic planning when adopting Electronic Commerce Technologies (ECT). The chapter presents findings from semi-structured interviews from 11 SMEs in the Northwest of the UK. Findings reflect the difference in development and management practices of Web presence, between the more able Need Pull SMEs that identified the need to adopt ECT, and the less able Technology Push SMEs that were mostly influenced by change agent diffusion and awareness efforts. Over time, each group of SMEs reflect a different pattern in ECT implementation. This chapter depicts the issues that hinder SMEs, particularly in micro and small, in moving beyond Web site adoption.

Could the Adoption of Organizational Ambidexterity Have Changed the History of Nokia?

2019 ◽  
Vol 8 (2) ◽  
pp. 167-181 ◽  
Author(s):  
M. M. Sulphey
Keyword(s):  
Mobile Phone ◽  
Mobile Phones ◽  
Organizational Ambidexterity ◽  
Compelling Evidence ◽  
History Of ◽  
Market Leader ◽  
Exploitation And Exploration ◽  
Over Time

Nokia, more than a century-old company, rose to stardom as the market leader for mobile phones in the 1990s and continued to be so until the early 2000s. Thereafter, the decline of Nokia started. The firm had to sell many of its assets and its mobile phone division to Microsoft. It later became a truncated company and ultimately faded into oblivion. Management and academic experts have analysed the reason for the failure of Nokia from various dimensions. The present work analyses Nokia’s failure from the viewpoint of organizational ambidexterity (OA). OA is defined as the ‘ability to simultaneously explore and exploit, enabling a firm to succeed at adaption over time rather than pursuing limited activities’. This can be considered as the first attempt to analyse the failure of Nokia through the lens of ambidexterity. It is concluded with compelling evidence that the story of Nokia would have been different had it followed exploitation and exploration simultaneously.

THIRTY-FIVE YEARS OF STRATEGIC PLANNING AND FIRM PERFORMANCE RESEARCH: A META-ANALYSIS.

2006 ◽  
Vol 2006 (1) ◽  
pp. M1-M6 ◽  
Author(s):  
Rita J. Shea-Van Fossen ◽  
Hannah R. Rothstein ◽  
Helaine J. Korn
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
Meta Analysis ◽  
Performance Research

Does strategic planning help firms translate slack resources into better performance?

2018 ◽  
Vol 26 (4) ◽  
pp. 395-407 ◽  
Author(s):  
Jinyu Guo ◽  
Bo Zhou ◽  
Haili Zhang ◽  
Chunjia Hu ◽  
Michael Song
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
External Environment ◽  
Organizational Slack ◽  
Low Levels ◽  
Using Data ◽  
The Impact ◽  
Performance Research ◽  
Practical Implications ◽  
Different Levels

AbstractIs organizational slack good or bad for firm performance? Research addressing this question has obtained mixed results. Such studies have focused mainly on the impact of environmental conditions on the slack–performance relationship. In this study, instead of focusing on the uncontrollable external environment, we consider actions determined by firms internally, in particular strategic planning. Using data from 183 US firms, we explore the connection between organizational slack and firm performance with different levels of strategic planning. The results suggest that at low levels of strategic planning the slack–performance relationship is linear, while at high levels of strategic planning this relationship is inverse U shaped. We discuss the theoretical and practical implications of these findings.

Family Firm Performance: Further Evidence

2006 ◽  
Vol 19 (2) ◽  
pp. 103-114 ◽  
Author(s):  
Jim Lee
Keyword(s):  
Regression Analysis ◽  
Firm Performance ◽  
Relative Stability ◽  
Family Firms ◽  
Study Data ◽  
Employment Stability ◽  
Revenue Growth ◽  
Long Run ◽  
Founding Family ◽  
Over Time

This article empirically investigates the competitiveness and stability of family-owned firms relative to firms owned by diverse shareholders. Founding families are present in about one-third of the S&P 500—the sample of this study. Data gathered over the 1992—2002 period confirm that family firms tend to experience higher employment and revenue growth over time and are more profitable. Regression analysis also supports that firm performance improves when founding family members are involved in management. Although evidence on the relative stability in employment among family firms over the long run is tenuous, data from the most recent recession support the role that founding families play in maintaining employment stability during temporary market downturns.

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