Value-Based Management and Responsibility in the Management of People

2021 ◽  
pp. 166-182
Author(s):  
Carmen Ruiz-Viñals ◽  
Alberto Trallero-Fort
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Family Business ◽  
Paradigm Shift ◽  
Management Style ◽  
Management Approach ◽  
Value Based Management ◽  
Full Responsibility ◽  
Day To Day Operations

Today's markets require credibility, transparency, and sustainability. This demand obliges organisations to make ever greater advances in the field of management by values. Until recently, value-based management was considered just another management approach to be covered in day-to-day operations. Today, it is considered part of the strategic management of the firms. The paradigm shift began when pressure from the market and society as a whole began to insist that companies should behave like members of the ecosystem, taking full responsibility and employing their capacity to generate change. This implies that value-based management should be deployed throughout the entire organisation. This, in turn, requires companies to identify and commit to certain values that will become the cornerstone of their strategy and management style. The aim of this chapter is to claim that value-based management is a competitive advantage for family business in particular.

Exploring Paths Towards Knowledge Cities Developments

2010 ◽  
pp. 288-297
Author(s):  
Kostas Ergazakis ◽  
Kostas Metaxiotis ◽  
Emmanouil Ergazakis
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Knowledge Economy ◽  
Research Community ◽  
Management Approach ◽  
Business World ◽  
The Status

Nowadays, knowledge is considered as one of the most valuable assets of an enterprise which has to be managed efficiently and effectively in order to gain a competitive advantage in the knowledge economy era. Knowledge Management (KM) evolved into a strategic management approach, finding application not only in the business world but also in other areas such as education, government and healthcare. In this way, the new link between KM and KBD created the appropriate environment for the advent of a new concept in the scientific and practitioners’ communities, the concept of “Knowledge City” (KC). Nowadays, the theme of KCs is a ‘hot’ topic of interest and discussion. The process for developing a KC, is neither quick nor simple. This seems to be already understood by the research community, which the last few hears has begun to concentrate its efforts so as to develop appropriate frameworks, methodologies, tools, systems, etc so as to support the development of KCs. In this context, and given that there are still many pending issues, this article attempts to propose a taxonomy of KC research, by co instantaneously presenting the status with these major themes of KC research. The discussion presented on this article should be of value to researchers and practitioners.

E-Partnership Strategy and Structure

2011 ◽  
pp. 54-85
Author(s):  
Fang Zhao
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Worked Examples ◽  
Management Approach ◽  
Complex Nature ◽  
Management Skills ◽  
Strategy Formulation ◽  
Business Partnership ◽  
Management Perspective

Now that the Internet bubble has seemingly burst, the days are gone when anyone with Internet and IT knowledge can run a successful e-business. Like other businesses, e-business also needs strategic management skills and traditional business sense. This author argues that the success of e-business requires a well-defined and well-formulated e-partnering strategy. A good e-partnering strategy can make a significant impact on business operations, customer relations and competitive market position of an organization, if it is implemented and executed successfully. E-managers must be able to think forward and strategically. Business partnership, in whatever form, has gone from being a peripheral tool of management to a centerpiece of corporate strategy and competitive advantage over the past decade (Bamford, Gomes-Casseres, & Robinson, 2003). This chapter studies e-partnership from a strategic management perspective because e-partnership has become an important component of the strategy of many successful companies. From a strategic management perspective, e-partnerships should be strategic e-business alliances. Strategic management focuses on the process whereby managers develop and implement strategies for achieving strategic goals within existing conditions, in turn, helping organizations identify and achieve a competitive advantage. By resorting to a strategic management approach, this chapter helps in understanding the complex nature of e-partnering strategy formulation and implementation, which involves changes to existing business models and procedures. The chapter focuses on the strategy of e-partnering and its matching structures and delineates various worked examples of e-partnerships in today’s e-business world, thereby providing a practical guide to e-partnering strategy formation and implementation.

Family Business and Market Orientation

2011 ◽  
Vol 24 (3) ◽  
pp. 233-251 ◽  
Author(s):  
Miles A. Zachary ◽  
Aaron McKenny ◽  
Jeremy Collin Short ◽  
G. Tyge Payne
Keyword(s):  
Content Analysis ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Family Business ◽  
Family Businesses ◽  
Sustainable Competitive Advantage ◽  
Market Information

Market orientation refers to the collection, dissemination, and utilization of market information that promotes a sustainable competitive advantage. Despite the contribution of the market orientation construct to both the strategic management and marketing literatures, little attention has been devoted to exploring how market orientation relates to family businesses and how these relationships might differ from nonfamily businesses. To address this gap and stimulate further research in this area of inquiry, this study develops and validates a market orientation measure using content analysis of CEO letters from the S&P 500 and tests for differences between family businesses and nonfamily businesses.

The OODA Loop: A New Strategic Management Approach for Family Business

2013 ◽  
Author(s):  
Joseph H. Astrachan ◽  
Chester W. Richards ◽  
Gaia G. Marchisio ◽  
George E. Manners
Keyword(s):  
Strategic Management ◽  
Family Business ◽  
Management Approach

Trends and Directions in the Development of a Strategic Management Theory of the Family Firm

2005 ◽  
Vol 29 (5) ◽  
pp. 555-575 ◽  
Author(s):  
James J. Chrisman ◽  
Jess H. Chua ◽  
Pramodita Sharma
Keyword(s):  
Strategic Management ◽  
Family Involvement ◽  
Family Business ◽  
Family Firms ◽  
Management Theory ◽  
Future Research ◽  
Management Approach ◽  
Resource Based View ◽  
Theoretical Perspectives ◽  
The Family

This article provides a review of important trends in the strategic management approach to studying family firms: convergence in definitions, accumulating evidence that family involvement may affect performance, and the emergence of agency theory and the resource–based view of the firm as the leading theoretical perspectives. We conclude by discussing directions for future research and other promising approaches to inform the inquiry concerning family business.

scholarly journals How Can Agricultural Corporate Build Sustainable Competitive Advantage through Green Intellectual Capital? A New Environmental Management Approach to Green Agriculture

2021 ◽  
Vol 18 (15) ◽  
pp. 7900
Author(s):  
Chulin Pan ◽  
Yufeng Jiang ◽  
Mingliang Wang ◽  
Shuang Xu ◽  
Ming Xu ◽  
...  
Keyword(s):  
Environmental Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Moderated Mediation ◽  
Mediation Effect ◽  
Relational Model ◽  
Management Approach ◽  
Sustainable Competitive Advantage ◽  
Green Innovation ◽  
Mediation Effects

Based on natural resource-based theory, this study constructed a relational model between green intellectual capital, green innovation, and an agricultural corporate sustainable competitive advantage. The samples included a total of 341 agricultural companies in China, and multiple regression methods are used for the analysis. The results showed that green product innovation and green process innovation had a mediation effect between green human capital, green structural capital, green relational capital, and the sustainable competitive advantage of agricultural corporate. Beyond the simple moderation effect, a new integrated moderated-mediation effect model was established. It was shown that environmental leadership, green organizational identification, and green dynamic capability had different moderated-mediation effects under different conditions. The study is expected to close the previous research gaps and insufficiency in agricultural corporate environmental management and green agricultural. The empirical results and conclusions bring enlightenment and meaningful theoretical guidance to managers, researchers, practitioners, and policy makers in the green and sustainable development of agricultural corporates. The new environmental management path can help agricultural corporates conduct green innovation effectively, adapt to the green agricultural products market, and achieve sustainable competitive advantage. Ultimately, this will help to accelerate the development of green agriculture.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

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