International Open Innovation Strategies of Firms in European Peripheral Regions

The involvement of companies in different open innovation activities, through knowledge outputs and inputs, has become increasingly important for the success of companies. However, the existing literature on open innovation is scarce concerning the internationalization process of companies. The internationalization of companies is fundamental in the continuous search to increase the performance of companies externally. The objective of the present research is to explain the strategic processes in the internationalization of companies located in peripheral regions at the time of the COVID-19 pandemic from the perspective of dynamic capabilities. The sample used for this research is composed of seven Portuguese companies. The methodology of qualitative nature is exploratory and uses a case study approach. Regarding the foremost modes of operation in international markets and strategies, we find that (1) companies have partnerships with local distributors or appoint exclusive importers/distributors, and (2) companies prefer to place their products in the market through their brand, “co-branded” projects with retailers, or “private label” projects. Of the seven companies under study, six use a standardization strategy, and one opts for a configuration-coordination strategy. Our findings clarified the literature on export and internationalization strategies in a peripheral country, allowing a closer incept of the organizational and dynamic capabilities and an overview of the supporting tools these companies have to compete in the global market. Our study is original because few articles study the internationalization strategies of companies at the time of the COVID-19 pandemic and in peripheral regions of Europe.

Memory and Reward-Based Learning: A Value-Directed Remembering Perspective

The ability to prioritize valuable information is critical for the efficient use of memory in daily life. When information is important, we engage more effective encoding mechanisms that can better support retrieval. Here, we describe a dual-mechanism framework of value-directed remembering in which both strategic and automatic processes lead to differential encoding of valuable information. Strategic processes rely on metacognitive awareness of effective deep encoding strategies that allow younger and healthy older adults to selectively remember important information. In contrast, some high-value information may also be encoded automatically in the absence of intention to remember, but this may be more impaired in older age. These different mechanisms are subserved by different neural substrates, with left-hemisphere semantic processing regions active during the strategic encoding of high-value items, and automatic enhancement of encoding of high-value items may be supported by activation of midbrain dopaminergic projections to the hippocampal region. Expected final online publication date for the Annual Review of Psychology, Volume 73 is January 2022. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

Artificial Intelligence in Strategizing: Prospects and Challenges

Recent developments in the theory and research on artificial intelligence (AI) hold great promises as well as challenges for the strategist’s core activities and conduct of strategic processes. These promises and challenges require the strategy field to both reevaluate some of the principal assumptions and implications of strategizing. This chapter takes stock of research on AI applied to strategizing and illustrates what we believe are key questions for future research on the strategy-AI nexus. The chapter discusses the potential of AI in two stages in the strategy process: strategic analysis and formulation, as well as strategy implementation. The aim of this chapter is to engage strategy scholars in advancing AI-related research on strategizing.

Gestão estratégica e organizacional: uma análise de processos estratégicos de uma empresa consolidada do setor siderúrgico / Strategic and organizational management: an analysis of strategic processes of a consolidated company in the steel sector

A gestão estratégica tem como objetivo levantar informações sobre a competitividade da empresa, ameaças, recursos disponíveis, oportunidades, entre outros direcionamentos importantes. Baseado nos dados obtidos é possível pensar em ações e tomar decisões seguindo seu plano estratégico. Dizemos que o processo de gestão estratégica engloba análise de decisões antes de colocá-las em prática, pois antes da alta administração tomar uma decisão é preciso verificar indicadores de desempenho e relatórios gerenciais. A partir desses conceitos, a pesquisa teve como objetivo analisar e diagnosticar a gestão estratégica de uma empresa consolidada do setor siderúrgico. Com base em artigos e documentos disponíveis mediantes a livros e websites foi possível caracterizar a empresa, discutir seu posicionamento em relação à concorrência, identificar objetivos estratégicos e indicadores de desempenho. Para isso foram utilizados dois sistemas de medição, as cinco forças de Potter e a análise SWOT, apresentando e pontuando métodos e ações da empresa tanto como causa e efeito para sua estrutura gerencial e processo estratégico.

Do external benchmarking mechanisms facilitate performance management in Malaysian local authorities?

PurposeThis paper investigates the extent to which externally led benchmarking may have facilitated performance management design and use in Malaysian local authorities.Design/methodology/approachA longitudinal qualitative study of local authorities in Malaysia was undertaken, comprising interviews with key officers during the introduction of process-based key performance indicators (KPIs), and following the imposition of benchmarking (i.e. relative performance evaluation) on local authorities. Complexity theory was used in the analysing and theorising of data.FindingsExternal benchmarking mechanisms facilitated only operational performance management, with strategic performance management merely ceremonially adopted. As the focus was on mainly operational KPIs, strategic goals were not translated into detailed action plans and outputs at departmental level. In addition, operational and strategic performance management packages were decoupled. Thus, the efforts of external actors resulted in operational controls suppressing rather than facilitating strategic processes.Research limitations/implicationsThere is a need to transition from purely externally led benchmarking to internally driven benchmarking in local government, whereby benchmarking forms part of the interactive performance management mechanisms that lead to institutional learning and improvement.Practical implicationsBenchmarking activities should be based on comprehensive analyses of performance management design and use. A reflective approach to continuously identify gaps or weaknesses in performance management systems will enable local government administrators to improve systems and processes in a timely manner to meet stakeholder needs.Originality/valueThis paper explains the impact of central government policy and benchmarking initiatives on other levels of government. We have built on previous literature by examining the connection between external benchmarking and internal performance management design and use in local government. In relation to this, and following calls for research on holistic performance management, the integration between operational and strategic performance management packages was also examined.

The Influence of the BDNF Val66Met Polymorphism on Mechanisms of Semantic Priming: Analyses with Drift-Diffusion Models of Masked and Unmasked Priming

Automatic and strategic processes in semantic priming can be investigated with masked and unmasked priming tasks. Unmasked priming is thought to enable strategic processes due to the conscious processing of primes, while masked priming exclusively depends on automatic processes due to the invisibility of the prime. Besides task properties, interindividual differences may alter priming effects. In a recent study, masked and unmasked priming based on mean response time (RT) and error rate (ER) differed as a function of the BDNF Val66Met polymorphism (Sanwald et al., 2020). The BDNF Val66Met polymorphism is related to the integrity of several cognitive executive functions and might thus influence the magnitude of priming. In the present study, we reanalyzed this data with drift-diffusion models. Drift-diffusion models conjointly analyze single trial RT and ER data and serve as a framework to elucidate cognitive processes underlying priming. Masked and unmasked priming effects were observed for the drift rates ν, presumably reflecting semantic preactivation. Priming effects on nondecision time t0 were especially pronounced in unmasked priming, suggesting additional conscious processes to be involved in the t0 modulation. Priming effects on the decision thresholds a may reflect a speed-accuracy tradeoff. Considering the BDNF Val66Met polymorphism, we found lowered drift rates and decision thresholds for Met allele carriers, possibly reflecting a superficial processing style in Met allele carriers. The present study shows that differences in cognitive tasks between genetic groups can be elucidated using drift-diffusion modeling.

Combining Observation and Physical Practice: Benefits of an Interleaved Schedule for Visuomotor Adaptation and Motor Memory Consolidation

Visuomotor adaptation to novel environments can occur via non-physical means, such as observation. Observation does not appear to activate the same implicit learning processes as physical practice, rather it appears to be more strategic in nature. However, there is evidence that interspersing observational practice with physical practice can benefit performance and memory consolidation either through the combined benefits of separate processes or through a change in processes activated during observation trials. To test these ideas, we asked people to practice aiming to targets with visually rotated cursor feedback or engage in a combined practice schedule comprising physical practice and observation of projected videos showing successful aiming. Ninety-three participants were randomly assigned to one of five groups: massed physical practice (Act), distributed physical practice (Act+Rest), or one of 3 types of combined practice: alternating blocks (Obs_During), or all observation before (Obs_Pre) or after (Obs_Post) blocked physical practice. Participants received 100 practice trials (all or half were physical practice). All groups improved in adaptation trials and showed savings across the 24-h retention interval relative to initial practice. There was some forgetting for all groups, but the magnitudes were larger for physical practice groups. The Act and Obs_During groups were most accurate in retention and did not differ, suggesting that observation can serve as a replacement for physical practice if supplied intermittently and offers advantages above just resting. However, after-effects associated with combined practice were smaller than those for physical practice control groups, suggesting that beneficial learning effects as a result of observation were not due to activation of implicit learning processes. Reaction time, variable error, and post-test rotation drawings supported this conclusion that adaptation for observation groups was promoted by explicit/strategic processes.

An Assessment Study of Quality Model for Medical Schools in Mexico

Excellence in healthcare delivery is only possible by addressing the quality issues in medical education. The authors in this paper assess the development of medical schools in Mexico considering a proposed Quality Model for Medical Schools (QMMS) having five levels of the Incremental Quality Model (IQM). An exploratory descriptive approach was applied in this study wherein 46 authorities from medical schools self-assessed their processes (strategic, core, support and evaluation) included on the QMMS to determine their development in the five levels of the IQM i.e. Start, Development, Standardization, Innovation and Sustainability. The results of the study show the average were: 3.09 strategic processes, 2.96 core processes, 3.19 support processes and 3.00 in evaluation process. The overall mean obtained was 3.07 which correspond to Standardization level. The authors consider that the proposed quality model may serve as a guide to improve their performance to advance to innovation and sustainability.