Role of Strategic Change Management in Emerging Markets

2015 ◽  
pp. 328-351
Author(s):  
George Kofi Amoako ◽  
Geoffrey Kwasi Adjaison ◽  
Noble Osei-Bonsu
Keyword(s):  
Change Management ◽  
Emerging Markets ◽  
Management Practices ◽  
Strategic Change ◽  
Emerging Market ◽  
Business Environment ◽  
Technological Advancement ◽  
Global Business ◽  
Proactive Measures

Undoubtedly, the competitive business environment arising from current global economic challenges and the rapid technological advancement among other pertinent issues, pose a serious challenge for businesses especially, those within emerging market enclaves. This situation necessitates proactive measures, innovation as well as strategic approaches to change management in a bid to salvage most of these businesses from collapsing. This research aims at examining the role played by strategic change management in emerging markets from the Ghanaian perspective. In view of this, the study reviewed related literature from electronic books, articles and reports on areas such as emerging markets, strategic management and change management practices. Observations from this research include highlights of the significant challenges faced by businesses in emerging markets due to difficulty in obtaining critical resources and the fast-growing competitive global business environment. It was also discovered that strategic Change management is a very important practice used over the years to enhance the achievement of organisational goals. However, many industries in emerging markets may find it difficult to maximize such measures due to numerous reasons and myths about change. There is therefore the need for the adoption of strategic change practices to enhance the success of businesses and promote competitiveness in the midst of the global economic challenges. In addition, the authors recommend exploration of further research in other interest areas that have relevance for emerging markets.

Role of management practices and their effects on firm performance: Emerging market context

2021 ◽  
Vol 30 (5) ◽  
pp. 467-479
Author(s):  
Nakul Parameswar ◽  
Zuby Hasan ◽  
Sanjay Dhir
Keyword(s):  
Firm Performance ◽  
Management Practices ◽  
Emerging Market

The moderating role of competitive strategy in relating firm performance to quality management and government support

2010 ◽  
Vol 10 (1) ◽  
pp. 59-76 ◽  
Author(s):  
Jiqin Han ◽  
S.W.F. (Onno) Omta ◽  
Jacques Trienekens ◽  
Ron Kemp
Keyword(s):  
Firm Performance ◽  
Quality Management ◽  
Competitive Strategy ◽  
Process Management ◽  
Management Practices ◽  
Business Environment ◽  
Government Support ◽  
Supplier Quality Management ◽  
Quality Design

One of the main concerns in companies is quality management and its relationship to firm performance. Recently a growing interest in research is the important role of the business environment in the competitive strategy choices of companies. By proposing a conceptual framework for a general model that explains the quality management practices-firm performance link and the business environment-firm performance link, we test the moderating role of competitive strategy in the two links empirically. A survey was conducted of 229 pork-processing firms in the emerging economy of China. We find that specific quality management practices contributing to higher performance include in-company quality management, supplier quality management, employee involvement in quality management and process management, while quality design and customer quality management are not included. Findings also indicate that the business environment (government support in our research) has a positive relationship to firm performance. Competitive strategy only strengthens the relationship between firm performance and quality design, process management, supplier quality management and customer quality management.

Knowledge Management and Its Challenges in Global Business

2013 ◽  
pp. 290-315 ◽  
Author(s):  
Harish C. Chandan
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Performance Metrics ◽  
Strategic Change ◽  
International Strategy ◽  
Global Knowledge ◽  
Global Business ◽  
Productivity Improvement ◽  
Learning Productivity ◽  
Transactional Leadership Style

Knowledge Management (KM) is an organization-wide, strategic change management initiative dealing with people, processes, and Information Communication Technology (ICT) to achieve a competitive advantage through learning, productivity improvement, and innovation. Based on the current literature review of KM and its challenges in global business, a general framework for KM in terms of leadership, organization, and ICT is proposed. The role of leadership includes developing an international strategy for KM, executing strategic change management, practicing a mix of transformational and transactional leadership style, and developing KM performance metrics. The organizational parameters include learning, processes, culture, and organizational structure. ICT plays a crucial role in the learning and processes to acquire, store, share, and apply knowledge. Some of the KM challenges in global business include global leadership competencies and strategy, project-based flexible global virtual teams, global knowledge integration, and working with ICT gaps across different economies.

Mentoring Female Global Managers: A Social Comparison Perspective

2017 ◽  
Vol 4 (1) ◽  
pp. 21-41 ◽  
Author(s):  
Michael Harvey ◽  
Miriam Moeller ◽  
Ruth McPhail
Keyword(s):  
Emerging Markets ◽  
Social Comparison ◽  
Learning Experience ◽  
Business Environment ◽  
Global Business ◽  
Comparison Theory ◽  
Structural Support ◽  
Female Managers ◽  
Managerial Talent ◽  
Learn By Doing

The global business environment is new, complex and not well understood by many of the managers having to “learn by doing.” This “on-the-run” learning experience is particularly difficult for female global managers in the South Asian region who may not have the input or support of others as to how to prepare for relocating overseas. The lack of assistance is further exacerbated by the growing importance of large emerging markets. Given limited history with these key emerging markets, some means of accelerating learning and transferring knowledge to the next generation of (global) managers is a necessity. This article examines one means of addressing the need to learn from others more experienced in global business through mentoring. Social comparison theory is used as the theoretical lens by which to examine the mentoring process for global female managers, a type of managerial talent particularly void of organizational structural support. A means for developing a mentoring programme for global female managers is also developed.

Choice of an authoritative style when implementing a survival urgency-based strategic change

2017 ◽  
Vol 10 (2) ◽  
pp. 168-186 ◽  
Author(s):  
Maheshkumar Joshi ◽  
Sanjeev Jha
Keyword(s):  
Organizational Commitment ◽  
Strategic Management ◽  
Middle Managers ◽  
Strategic Change ◽  
Business Environment ◽  
Future Research ◽  
Organizational Survival ◽  
Content Type ◽  
Method Bias

Purpose Extant research suggests that managing strategic change has become a key managerial function and this duty encompasses changes in organizational product-market boundaries and organizational structure among many related organizational activities. The need to achieve strategic change arises because of major shifts in the external environment and the subsequent need for the organization to remain viable and competitive in the changed environment. Therefore, the purpose of this paper is to investigate if middle managers are likely to adopt authoritative style while implementing strategic change when they sense organizational survival. Design/methodology/approach “Sensemaking” literature led to development of the authors’ hypotheses and these were tested using the responses of 117 middle managers. The authors used survey-based instrument to collect data and used regression analysis to explicate the responses of the middle managers. Findings Results indicate that when middle managers sense that the survival of the organization is at stake, they are likely to choose an authoritative style. The authors also investigated the moderating role of organizational commitment, strategic posture of the top management team, and hostile business environment on the relationship between perception of survival urgency and the choice of authoritative implementation style. Only organizational commitment moderates this relationship. Research limitations/implications The authors’ data collection was survey based and the authors used a single source for each questionnaire and this process may lead to possibilities of mono-method bias. However, steps were taken to reduce the resultant mono-method bias. The respondents are from a variety of industries and future research may focus on one specific industry. Practical implications The first implication of this study allows us to expand research focus on the adoption of authoritative style, a research area that is not explored very much. The second implication of the study is that middle managers tend to focus on their emotions when it comes to implementing strategic changes. Using arguments from sensemaking the authors show that the perception of need for survival or the perception that business environment is hostile will determine how strategic change could be implemented. Middle managers must be treated as more than just the implementers of the directives/fiats/orders/edicts that originate from the top. Social implications Role of middle managers in strategic change management is critical and the authors suggest that the perception of organizational survival at risk leads to choice managerial style by middle managers. Originality/value The authors have combined ideas from both the strategic management and organizational development fields to understand successfully the implementation of strategic change in a survival urgency situation. In the past, the strategic management literature focused primarily on understanding strategy formulation process, and the process of implementation was generally neglected. The respondents are from a variety of industries. The analysis indicate that membership to any one firm was not impacting the results obtained by the authors and as such allows for results to generalized.

scholarly journals Moderating Role of Financial Market Development on the Relationship between Stock Liquidity and Dividend

2020 ◽  
Vol 16 (2) ◽  
pp. 77-99
Author(s):  
Mohd Ashari Bakri ◽  
Amin Nordin Bany-Ariffin ◽  
Bolaji Tunde Matemilola ◽  
Wei Theng Lau
Keyword(s):  
Emerging Markets ◽  
Financial Market ◽  
Emerging Market ◽  
Investment Strategy ◽  
Market Development ◽  
Stock Liquidity ◽  
Financial Market Development ◽  
The Relationship ◽  
Moderating Role

This article aims to investigate the relationship between stock liquidity and dividend across emerging market countries as well as examined the moderating role of financial market development on the relationship between stock liquidity and dividend. Data were obtained from the World Bank and DataStream databases. The study examined 3,258 listed firms from 22 emerging markets to be extrapolated in the emerging market context. To analyse the data, this article used the panel data Tobit model and panel logistic regression, both with random effects. The analysis revealed that financial market development has a positive moderating effect on the relationship between stock liquidity and dividend by improving local market liquidity and mitigating information asymmetry. The study findings provide information for managers to devise investment strategy in the emerging markets. This article provides new insights into the financial market development moderating role on the relationship between stock liquidity and dividend.

scholarly journals Change in Textile and Clothing Industry

2018 ◽  
Vol 69 (01) ◽  
pp. 37-43 ◽  
Author(s):  
TUDOR LIVIU
Keyword(s):  
Change Management ◽  
New Technologies ◽  
Consumer Preferences ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Global Market ◽  
Clothing Industry ◽  
Labor Costs ◽  
Global Business ◽  
Efficient Manner

Traditionally, Textile and Clothing Industry has been known for its incremental changes but the current global business environment creates the premises of multiple organizational disruptive changes. Change Management helps people to transition structural change in a positive and efficient manner. Small and medium enterprises in Textile and Clothing Industry face a particular set of challenges – new technologies requiring high investments, relocation arbitrage on labor costs, regional industry protectionism, volatile consumer preferences, need for new managerial skills etc. – all these demanding a rebalance of managerial focus from operational excellence to strategic and change management excellence. A Change Management Model, with associated implementation discipline and attention to global market trends, represents a necessity for current managers active in Textile and Clothing Market.

scholarly journals Predicting The Role of Entrepreneur Strategies on Improving Cognitive Positioning in Global Business

2020 ◽  
Vol 9 (4) ◽  
pp. 92
Author(s):  
Diyar A. Mustafa Khoshnaw ◽  
Ari A. Hameed
Keyword(s):  
Field Testing ◽  
Business Environment ◽  
Global Market ◽  
Global Business ◽  
Rapid Changes ◽  
Intellectual Assets ◽  
The Subject ◽  
Current Area ◽  
Traditional Competition

The current area characterized with strong competition, the changing pattern of the business, move the value from physicals to knowledges and information, and the shift of the benefits from traditional competition cognitive and intellectual assets, most of the organizations are looking for new methods to achieve a state of leadership and uniqueness in the global market in order to develop the competition.The current study aimed to identify the role of Entrepreneur Strategies on improving cognitive positioning in the global business area. Moreover, field testing of the views of leaders as a sample of foreign organization operating in Erbil - Iraq, where these dimensions vary in their effects towards the competitive position in global business sector, because of rapid changes in the global business environment as a result of increased competition, as well as the variation of the capacity of the organizations in the adoption of competitive as one of the modern models in the conduct of organizations. This is why the subject of entrepreneur strategies and cognitive positioning in global business became under the attention of many researchers and scholars being of contemporary themes with impact on the performance of organizations in pursuit of excellence on others, prompting the researcher to choose these subjects to be his field for study.

scholarly journals Short-term foreign trips correlates of the four factors model of cultural intelligence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bhawana Bhardwaj
Keyword(s):  
Cultural Intelligence ◽  
Business Environment ◽  
Primary Study ◽  
International Assignments ◽  
Short Term ◽  
Global Business ◽  
Content Type ◽  
Factors Affecting ◽  
Cultural Requirements

PurposeIn today's global business environment, international assignments have become integral part of employee's job profile. Adaptation to a different cultural environment plays a role in affecting employee's performance. In such a situation, cultural intelligence plays an important role. In order to sustain in a diverse work setting, a global organization entails managers who are sensitive to different cultural requirements. Factors affecting cultural intelligence have been a major area of study. However, studies relating short-term foreign trips and their role on four aspect of cultural intelligence are lacking. Therefore, present study was undertaken to know role of foreign visits in affecting cultural intelligence among professionals of diverse background.Design/methodology/approachThe present study is a primary study conducted for a sample of 120 respondents divided into two groups. One group comprised professionals having experience of foreign visits while other group comprised professionals who had not visited a foreign country. We use Levene’s Test for equality of variances was applied to assess the difference of variation of cultural intelligence between two different groups of respondents.FindingsThe results revealed that short-term trips play a significant role in affecting metacognitive, cognitive and motivational components of cultural intelligence. However, behavior cultural intelligence is not affected by short-term trips significantly.Research limitations/implicationsOutcome of present research forms basis for future studies that can be conducted linking long-term trips and culture intelligence. This study is practically useful for improving cultural intelligence of professionals to enhance their success and effectiveness in international assignments.Originality/valueThe study adds novelty to the field of cultural intelligence as prior studies were lacking in relating role of short-term trips on four different components of cultural intelligence.

scholarly journals Role of Organizational Flexibility in Enhancing Sustainable Green Management Practices: A Study in Emerging Market Context

2013 ◽  
Vol 4 (3) ◽  
pp. 361-368
Author(s):  
Dr. Broto Rauth Bhardwaj ◽  
A.R. Deshmukh
Keyword(s):  
Sustainable Development ◽  
Sample Size ◽  
Management Practices ◽  
Emerging Market ◽  
Emerging Economy ◽  
Management Support ◽  
Internal Environment ◽  
Green Management ◽  
Organizational Flexibility

Purpose The purpose of this paper is to identify the variables influencing the role of organizational flexibility in enhancing sustainable organization (SO) by adopting green management practices. The empirical research study identifies the characteristics of internal environment to enhance sustainable green management practices in firmsoperating in an emerging economy, such as India. Design/methodology/approach The authors studied a sample size of 62 firms all over India and measured the internal environment for enhancing sustainable green management practices. In total, 142 responses were collected.Using SPSS tool, the authors measured the impact of these variables on sustainable outcomes.Findings It was found that the critical variables with respect to Indian context included management support, a nd organizational flexibility for developing environmentally sustainable organization.Research limitations/implications Further confirmatory research needs to be conducted to establish the stability of these factors. The results need to be tested on a larger sample size. Moreover, the tool developed needs to be tested for other emerging economy context too for generalization. Practical implications Organizational flexibility would enhance the sustainable capability of the companies to compete by enhancing their competitiveness in emerging economies by adopting green management practices. Therefore, it would be critical to study the role of green management practices in enhancing the sustainability and competitiveness of the firms operating in the Indian economy. Originality/value Earlier studies have not included two important parameters, including role of organizational flexibility and management support as drivers of sustainable development even in the developed country context. Moreover, the influence of organizational flexibility on green management practices needs to be studied in the context of sustainable development which was missing in the earlier literature.

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