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 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 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 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.

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

2021 ◽  
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.

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 Role of Marketing Strategies in Modern Business and Society

2015 ◽  
pp. 274-300 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Performance ◽  
Marketing Strategies ◽  
Business And Society ◽  
Sustainable Competitive Advantage ◽  
Differentiation Strategy ◽  
Segmentation Strategy ◽  
Leadership Strategy ◽  
Modern Business ◽  
Focus Strategy

This chapter introduces the role of marketing strategies in modern business and society, thus explaining the theoretical and practical concepts of competitive strategy, market segmentation strategy, differentiation strategy, cost leadership strategy, focus strategy, market orientation, and organizational performance; the significance of marketing strategies in modern business and society; and the impact of marketing strategies on organizational performance. Marketing strategies serve as the valuable foundation of marketing plans designed to fill marketing needs and reach marketing objectives. Marketing strategies include all basic and long-term activities in the field of marketing, thus dealing with the analysis of the strategic situation of an organization and the formulation, evaluation and selection of market-oriented strategies and effectively contribute to the goals of the organization and its marketing objectives. The chapter argues that applying marketing strategies has the potential to increase organizational performance and gain sustainable competitive advantage in the social media age.

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.

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.

The Role of Marketing Strategies in Modern Business and Society

2017 ◽  
pp. 549-576
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Performance ◽  
Marketing Strategies ◽  
Business And Society ◽  
Sustainable Competitive Advantage ◽  
Differentiation Strategy ◽  
Segmentation Strategy ◽  
Leadership Strategy ◽  
Modern Business ◽  
Focus Strategy

This chapter introduces the role of marketing strategies in modern business and society, thus explaining the theoretical and practical concepts of competitive strategy, market segmentation strategy, differentiation strategy, cost leadership strategy, focus strategy, market orientation, and organizational performance; the significance of marketing strategies in modern business and society; and the impact of marketing strategies on organizational performance. Marketing strategies serve as the valuable foundation of marketing plans designed to fill marketing needs and reach marketing objectives. Marketing strategies include all basic and long-term activities in the field of marketing, thus dealing with the analysis of the strategic situation of an organization and the formulation, evaluation and selection of market-oriented strategies and effectively contribute to the goals of the organization and its marketing objectives. The chapter argues that applying marketing strategies has the potential to increase organizational performance and gain sustainable competitive advantage in the social media age.

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