scholarly journals THE ROLE OF LEADERSHIP IN STRATEGIC MANAGEMENT

2017 ◽  
Vol 5 (5) ◽  
pp. 99-106
Author(s):  
Ali Abdulridha Jabbar ◽  
Ali Mohammed Hussein
Keyword(s):  
Strategic Management ◽  
Evaluation Process ◽  
The Body ◽  
Successful Implementation ◽  
Strategy Formulation ◽  
Effective Strategies ◽  
Whole Process ◽  
Strategic Management Process ◽  
Constant Growth

Leadership has significant impact on strategic management process. Especially it helps to determine the vision and mission of the organization. Further, it facilitates the organization to execute effective strategies to achieve that vision. The purpose of this paper is to find out the role of leadership in strategy formulation and implementation by reviewing the existing literature. The study reveals that leadership serves as a link between the soul and the body of an organization. For the successful implementation of strategies, the challenge of leadership is to be strong but not rude, be kind but not weak, be humble but not timid, be proud but not arrogant, have humor but without folly. Leadership has to have the evaluation process to ensure the effectiveness of the whole process, and this aspect will facilitate to identify the drawbacks and to make fresh the strategies in line with the change as well. Moreover, this evaluation process is able to help and sustain the constant growth of the institution. Thus, it can be said that leadership is known as the nucleus of the organization, and it should have the pivotal role like the role of blood and brain; as a result, the outcomes of the success can be guaranteed and be shared.

scholarly journals The Role of Trust in the Strategic Management Process: A Case Study of Finnish Grocery Retail Company Kesko Ltd

2021 ◽  
Vol 10 (1) ◽  
pp. 21-34
Author(s):  
Kirsti Malkamäki ◽  
Esa Hiltunen ◽  
Eeva Aromaa
Keyword(s):  
Strategic Management ◽  
Strategy Implementation ◽  
Strategy Management ◽  
Management Process ◽  
Strategic Choices ◽  
Strategy Formulation ◽  
Trust Development ◽  
Retail Company ◽  
Strategic Management Process

Previous strategy management studies have devoted scant attention to the role of trust in the strategic management process (SMP). The purpose of this study is to investigate trust in the management of a grocery trade business. Prior literature was reviewed to deepen the current understanding of trust in the SMP, and then explored through a case study on a Finnish grocery retail company, Kesko Ltd. The study was conducted by employing a qualitative research methodology and is based on an interview with the president of Kesko, who is intensively involved in the SMP. This study stresses the consideration of trust development in strategy work. The findings indicate that trust considerations in the strategic choices of the top management team can provide efficiency, innovation, and engagement in strategy implementation. Research Questions In this article, we ask how trust develops during three phases of the strategy process: strategy formulation, strategic choices, and strategy implementation. Links to Theory Our analysis of trust development focuses on the five most operationalized dimensions of trust: (a) ability and competence, (b) benevolence, (c) integrity, (d) affective-based trust, and (e) cognitive-based trust (McEvily & Tortoriello, 2011). Strategic management is separated into three interlinked phases: strategic formulation, strategic choice making, and strategy implementation (Johnson et al., 2008). Phenomenon Studied The case focuses on trust development in the strategy management process. Case Context The context of the case is a participatory strategic management process in a large Finnish grocery retail chain in a highly competitive and concentrated market. The role of trust development was studied in the case company between the K-retailers, who are independent entrepreneurs, and Kesko management staff and actors responsible for management and constant development of the business model. Findings This study shows how trust emerged as a result of participatory practices and dialogue between actors from different levels of organization in the strategy formulation phase. Increased understanding and contribution to strategy empowered top management to make new and brave strategic choices. This study illustrates how consistency between the strategic choices and actions for implementation enhanced trust among the organizational actors, who felt a sense of enhanced engagement in the implementation of the new strategy in their everyday work. Discussions This study highlights the role of trust in strategy formulation, strategic choices, and strategy implementation. It contributes to the understanding of trust in the SMP, which has not been widely researched in previous literature. Based on our results, we suggest that trust between parties is earned and evolves at each of the three stages of the SMP.

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.

scholarly journals STRATEGIC MANAGEMENT PROCESS AND FIRM’S PRODUCTIVITY OF PLASTIC MANUFACTURING COMPANIES IN SOUTH-SOUTH, NIGERIA

2021 ◽  
pp. 1-15
Author(s):  
PL Bayo ◽  
E Ebikebena
Keyword(s):  
Strategic Management ◽  
Manufacturing Sector ◽  
Sampling Technique ◽  
Strategy Implementation ◽  
Management Process ◽  
Manufacturing Companies ◽  
Strategy Formulation ◽  
Strategy Evaluation ◽  
Manufacturer Association ◽  
Strategic Management Process

The study examines how strategic management process affects firm productivity with specific reference to plastic manufacturing companies listed in the manufacturer association of Nigeria that has operational based in the South-South, Nigeria. The study employed cross-sectional survey design which is exploratory in nature because the data were collected at a particular point in time to examine how strategic management process affect productivity in the context of Nigeria plastic manufacturing sector.The population for the study was all the 34 plastic manufacturing companies listed in the 2018 edition of the directory of Nigerian manufacturer Association based in South-South Nigeria. The cluster sampling technique was adopted in this study. This was complemented with the simple random sampling technique. The analytical techniques employed were Correlation and Multiple Regression Statistics to determine the strength and direction of the relationship and test the hypotheses with the help of IBM data editor of Statistical Package for the Social Sciences. The findings of the study revealed thatthere is a significant relationship between strategy formulation, strategy implementation and productivity in the context of Nigeria plastic manufacturing sector. Furthermore, the findings showed that there is no significant relationship between strategy evaluation and productivity in the context of Nigeria plastic manufacturing sector. The study concludes that strategy formulation, strategy implementation, strategy evaluation makes a unique contribution to the variation of plastic manufacturing firms’ level of productivity to gain edge over rivals in the industry. Therefore, the study recommends that plastic manufacturing firms should implement formulated policies and strategies to match with the structure of the organization, increase value relevance and earnings quality for productivity.

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.

scholarly journals Leadership Strategy, Behavioural Focus and Firm Performance: A Review of Literature

2018 ◽  
Vol 11 (11) ◽  
pp. 143
Author(s):  
Janet K. Muthimi ◽  
James M. Kilika
Keyword(s):  
Theoretical Model ◽  
Firm Performance ◽  
Strategic Management ◽  
Empirical Literature ◽  
Future Research ◽  
Leadership Strategies ◽  
Firm Capabilities ◽  
Leadership Strategy ◽  
Strategic Management Process

The strategic management literature has laid emphasis on the role of leadership at several phases of the strategic management process. The literature has however not addressed the construct of leadership strategy as well as integrating it into the mainstream literature on strategic management. Researches already done to link leadership with performance have been biased in terms of the scope of focus on the dimension of performance and at the same time have registered methodological and conceptual challenges affecting the generalization of findings. In this paper, the authors integrate the extant literature on leadership with that on leadership strategy and identify issues that call for an expanded scope on the construct of leadership. The paper reviews extant conceptual, theoretical and empirical literature and raises diverse issues that present a case for a new theoretical model suitable to extend the current understanding on leadership and the phenomenon it brings about in organization into new frontiers in management. This paper proposes an integrated theoretical model for linking leadership strategies and firm performance while providing for the role of leadership paradigms, leadership behavioural focus and firm capabilities. The emerging theoretical propositions and implications for future research are discussed.

scholarly journals Conceptualizing Strategic Innovation in a Firm Context: A Theoretical Review and Research Agenda

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Josephine K. Mulaa ◽  
◽  
James M. Kilika ◽  
Mary J. Namusonge
Keyword(s):  
Theoretical Model ◽  
Strategic Management ◽  
Empirical Literature ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Firm Structure ◽  
Strategic Innovation ◽  
Strategic Management Process ◽  
Innovative Capacity

The literature on strategic management recognizes the pivotal role played by strategic innovation as a strategic choice in organizations in order to create a sustainable competitive advantage. However, although there are emerging calls for the adoption of strategic innovation in a firm’s strategic management process, the concept of strategic innovation is not well understood. The scanty empirical literature reviewed has methodological and conceptual gaps that affect the generalizability of findings even in similar contexts. In this paper, the authors have attempted to review Strategic Innovation and argued that the emerging phenomena from its deployment in firms invite the role of the firm structure and innovative capacity as the firm seeks to enhance its chances of survival in a rapidly changing firm context. The conceptual, theoretical and empirical literature reviewed identified diverse issues that present a case for a theoretical model suitable to advance the current understanding of strategic innovation and the emerging phenomenon in firms. This paper therefore proposes an integrated theoretical model conceptualizing strategic innovation in a firm context and identifies relevant implications for future research.

Inter-Relationships between an Enterprise's Strategic Management Process and Its Program/Project Portfolio Management Process

2017 ◽  
pp. 39-60
Author(s):  
Russell Dean Archibald
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Portfolio Management ◽  
Management Practices ◽  
Management Process ◽  
Project Portfolio Management ◽  
Management Processes ◽  
Strategic Project ◽  
Strategic Management Process

This chapter describes and clarifies the boundaries between strategic management and project/program portfolio management (PPPM) processes, and identifies who holds primary responsibilities for key elements of these inter-related sets of management processes. The main issues considered include: The differences between strategic project management and operational project management. The elements in the strategic project management practices and processes that should be considered to be within the responsibility of ‘project management.' The role of a typical PMO in relation to 1) strategic management processes, and 2) both the strategic and operational project management processes. The importance of identifying the differences between transformative and commercial projects and programs and also between the major categories of projects and programs within enterprises. The origins of the two basic types of projects within project-driven compared to project-dependent enterprises.

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.

scholarly journals ANTI-CRISIS STRATEGY EXECUTION AT A FUNCTIONAL LEVEL OF MANAGEMENT

2014 ◽  
pp. 82-87
Author(s):  
S. Y. Kuznetsov
Keyword(s):  
Strategic Management ◽  
Strategic Alignment ◽  
Theory And Practice ◽  
Successful Implementation ◽  
Strategy Execution ◽  
Short Term ◽  
Functional Efficiency ◽  
Strategic Role

Theory and practice of strategic management requires strengthening the role of functional execution of strategy to effectively address issues of balancing long-term and short-term objectives, the successful implementation of strategy under the strategic plan, strategic alignment of functional management of a firm. Reasons for the increase in importance of functional strategies’ level reflect the formation of different kinds of rivalry capabilities of a firm. Functional efficiency of management is being measured. Strategic role of top management in the organization is about to change.

scholarly journals CREATING COMPETITIVE ADVANTAGE OF FIRMS THROUGH USING DIFFERENT TECHNIQUES AND TOOLS OF STRATEGIC MANAGEMENT

2019 ◽  
Vol 31 (5) ◽  
pp. 1223-1228
Author(s):  
Izet Zeqiri
Keyword(s):  
Strategic Management ◽  
Competitive Analysis ◽  
Strategic Analysis ◽  
Full Potential ◽  
Management Process ◽  
Strategic Decisions ◽  
Successful Operation ◽  
Strategic Management Process

Strategic management is a proactive process of achieving long-term compatibility of the enterprise in the envisaged environment. Strategic management helps the company to become familiar and to recognize the environment, provide a better guide for the whole enterprise, make managers more familiar with the changes, provide managers diversity in assessing investment requirements, help them in unifying the numerous strategic decisions taken by the managers, to create a proactive role of management, etc. Analyzing strategic segments creates the basis for conducting competitive analysis, where this represents an analysis of every company with which it directly competes in the market, so for this purpose managers must use various techniques and tools for strategic analysis. Although several times it is argued that the presence of the strategic management process or strategic leading is closely linked to the successful operation of enterprises, many enterprises do not practice it. As a result of this neglect, businesses can not achieve their full potential and they are threatened regarding to the survival of their business.

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