STRATEGIC CHANGE IN TOP MANAGEMENT CONSULTING: MARKET EVOLUTION AND CURRENT CHALLENGES IN A KNOWLEDGE-BASED PERSPECTIVE.

2001 ◽  
Vol 2001 (1) ◽  
pp. A1-A6 ◽  
Author(s):  
Thomas Armbruester ◽  
Matthias Kipping
Keyword(s):  
Strategic Change ◽  
Top Management ◽  
Management Consulting ◽  
Market Evolution ◽  
Knowledge Based

Combining goods and service-dominant logics in purchasing strategies

2018 ◽  
Vol 33 (8) ◽  
pp. 1087-1099
Author(s):  
Tale Skjølsvik
Keyword(s):  
Future Research ◽  
Management Consulting ◽  
Content Type ◽  
Industrial Marketing ◽  
Knowledge Based ◽  
Consulting Services ◽  
Alternative Approaches ◽  
Knowledge Intensive ◽  
Relational Strategies ◽  
Practical Implications

Purpose While goods- and service-dominant logics are separated in most research as alternative and often incompatible paradigms, this paper aims to show how these logics can be and are combined in purchasing strategies in organizations. The paper also illustrates that multiple logics exist in addition to purely goods- or service-based logics. Design/methodology/approach The paper is based on empirical data on the purchasing of management consulting services, which represent an extreme context for understanding the combination and intersection of goods- and service-dominant logics. In particular, four in-depth case studies and interviews with 51 sellers and 30 buyers of management consulting services are used to develop a typology of purchasing approaches that combines goods- and service-dominant logics. Findings The study shows that goods- and service-dominant logics are combined in two main purchasing phases: supplier set selection and assignment selection. In both these phases, parallel and knowledge-based, embedded and experience-based approaches were identified as ways of combining goods- and service-dominant logics in the purchasing context. Research limitations/implications The research presented in the following adds to our existing understanding of possible purchasing strategies under multiple logics in buying organizations. Future research should explore the conditions under which different strategies are and should be applied in organizations. Practical implications This paper gives practitioners alternative approaches to choose from in their purchasing and sales of knowledge-intensive services, in addition to transactional and relational strategies. Originality/value The research adds to existing research on business and industrial marketing by identifying particular purchasing strategies on a continuum between goods- and service-dominant logics.

Top Management Team Demography and Corporate Strategic Change

1992 ◽  
Vol 35 (1) ◽  
pp. 91-121 ◽  
Author(s):  
Margarethe F. Wiersema ◽  
Karen A. Bantel
Keyword(s):  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Top Management

The Moderating Role of Top Management Team Diversity in Strategic Change in a Multicultural Context

2018 ◽  
Vol 16 (4) ◽  
pp. 957-973 ◽  
Author(s):  
M. Carmen Díaz‐Fernández ◽  
M. Rosario González‐Rodríguez ◽  
Biagio Simonetti
Keyword(s):  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Diversity ◽  
Multicultural Context ◽  
Moderating Role

Top Management Teams’ demographic characteristics and their influence on strategic change

2014 ◽  
Vol 49 (3) ◽  
pp. 1305-1322 ◽  
Author(s):  
M. Carmen Díaz-Fernández ◽  
M. Rosario González-Rodríguez ◽  
Biagio Simonetti
Keyword(s):  
Strategic Change ◽  
Top Management Teams ◽  
Demographic Characteristics ◽  
Management Teams ◽  
Top Management

Strategic change: the impact of senior foreign managers, firm size and uncertainty avoidance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kiattichai Kalasin
Keyword(s):  
Firm Size ◽  
Strategic Change ◽  
Emerging Market ◽  
Top Management Team ◽  
Uncertainty Avoidance ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Focal Firm ◽  
The Impact

Purpose This study aims to examine how senior foreign executives in a top management team catalyse strategic change in firms that originated from emerging markets (EMs). It further examines the moderating effects of organisational size and uncertainty avoidance (UA) on the positive relationship between senior foreign manager and strategic change in an organisation. Design/methodology/approach The panel data econometrics and multilevel analyses were adopted to run the model. The author tests hypotheses on 263 emerging market firms (EMFs), originating from nine EMs. Findings Empirical results reveal that senior foreign managers are active agents who can promote and implement strategic change in an organisation. They possess a different set of values, knowledge and experiences that can trigger strategic change. In addition, firm size and UA weaken the relationship between senior foreign manager ratio and strategic change of a firm.. Practical implications This study indicates that recruiting committees of EMFs should consider hiring senior foreign managers to foster a higher degree of strategic change. Nevertheless, firm size and UA may impose implementation difficulties for senior, foreign managers. As a result, the focal firm should be flexible and open to change. Originality/value This study aims to contribute to strategic change and top management team internationalisation literature by promoting the role of senior foreign managers and national culture on strategic change.

scholarly journals Heterogeneity in top management teams and outward foreign direct investment: evidence from Chinese listed companies

2019 ◽  
Vol 13 (1) ◽  
Author(s):  
Shuai Meng ◽  
Jiayan Yan ◽  
Xuebing Cao
Keyword(s):  
Foreign Direct Investment ◽  
Direct Investment ◽  
Team Learning ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Outward Foreign Direct Investment ◽  
Listed Firms ◽  
Knowledge Based ◽  
Decision Making Capacity

Abstract Drawing upon the knowledge-based view and team learning, we investigated how heterogeneity in top management teams (TMTs) in China influences global expansion strategies. Using panel data from Chinese listed firms from 2008 to 2014, we found that TMT functional background heterogeneity could positively affect firms’ commitment to outward foreign direct investment (OFDI), as the diversification of TMT members can enrich the team’s knowledge, facilitate efficient team learning, and enhance the decision-making capacity on overseas expansion. However, tenure heterogeneity may hinder knowledge acquisition and team learning among TMT members, hence undermining firms’ OFDI commitment.

Knowledge-Based Strategic Change

2014 ◽  
pp. 116-136 ◽  
Author(s):  
Thorvald Hærem ◽  
Georg von Krogh ◽  
Johan Roos
Keyword(s):  
Strategic Change ◽  
Knowledge Based
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