The effect of international intrapreneurship on firm export performance with driving force of organizational factors

Purpose This study aims to reveal the effect of the two international intrapreneurship activities of employee strategic renewal behaviour and new business venture behaviour on small and medium enterprises (SMEs)’s export performance with the direct and indirect effects of transformational leadership, international entrepreneurial orientation and internal corporate social responsibility (CSR) practices. Design/methodology/approach The study sample consists of 461 employees at 168 Vietnamese import and export SMEs in the Ho Chi Minh City of Vietnam. The data is analysed by structural equation modelling. Findings The paper reveals that the two international intrapreneurship activities of employee strategic renewal behaviour and new business venture behaviour significantly contribute to SMEs’ export performance. Transformational leadership, internal CSR practice and international entrepreneurial orientation positively and significantly direct influence the two international intrapreneurship activities. The effects of transformational leadership on international intrapreneurial behaviours are partially mediated by firm internal CSR practices and international entrepreneurial orientation. Research limitations/implications Firms would have to form the architecture and mechanisms to apply internal CSR and international entrepreneurship orientation for supporting the dedication of international intrapreneurship with a transformational leadership base. Originality/value The study contributes to the body of knowledge on international business by integrating resource-based view theory and dynamic capabilities theory in a way that benefits entrepreneurship and SMEs’ export performance.

The Influence of Knowledge Management on Dynamic Capabilities

This study evaluates the relationship between knowledge management (KM) and dynamic capabilities. This goal stems from a lack of research regarding the impact of KM on strategic organisational aspects, particularly in firms from emerging economies. Theoretically, the link between KM and dynamic capabilities (DC) is based on the knowledge-based view of the firm (KBV). This posits that knowledge, when appropriately managed, is the main source of strategic renewal for organisations. As such, hypotheses about the relationship between KM and the dimensions of DC were both formulated and tested, in 93 knowledge-intensive organisations in Colombia, using structural equation modelling. The results indicate that KM has a significant impact on dynamic capability dimensions. For practitioners, this study sheds light on the relevance of the implementation of KM initiatives, in order to activate DC in organisations.

The Relationship and Impact of Strategic Renewal on Entrepreneurial Performance: An Applied Study of a Sample of Private Bank Managers in Baghdad

This study examined the impact of strategic renewal on entrepreneurial performance through an exploratory study of banking services in the city of Baghdad. This study aims to determine the impact of context, content and process on entrepreneurial performance represented by strategic orientation, resource orientation, management structure and entrepreneurial culture. A question was distributed to 52 managers of private banks in the city of Baghdad. The research attempts to answer a number of questions, the body of the research problem (Is there a correlation and influence between the dimensions of strategic renewal and pioneering performance, in order to analyze the data obtained from the questionnaires, quantitative methods were used such as the arithmetic mean, standard deviation, coefficient of variation, simple correlation potential and equation modeling) The results showed that the elements of the strategic renewal activities have a significant impact on the entrepreneurial performance .Finally, the study recommends that the management should improve the strategic renewal activities by applying the appropriate activities for the company's work to obtain the leading performance.

Organizational Learning

Strategy scholars and practitioners can tap into the deep reservoir of organizational learning (OL) research to address: how is OL uniquely positioned to contribute to the advancement of strategic management? Elevating OL in strategy research has never been more important, given the grand challenges facing our world, requiring strategy to extend beyond organizations to society. This chapter addresses the underutilization of OL in strategy and offers two important areas to leverage: (1) exploration, exploitation, and ambidexterity; and (2) the processes of OL as they relate to strategic renewal and agility, including multilevel theorizing. The chapter also underscores the importance of OL for emerging frontiers at the interface between the human and nonhuman aspects of OL and strategy, including artificial intelligence. The context of strategy has been consistently described as being dynamic, ambiguous, uncertain, and complex, elevating the role of the agent and the quality of judgment and wisdom required within the domain of strategy.

Anglo American platinum South Africa: strategic renewal in a declining industry

Learning outcomes The learning outcomes are as follows: to demonstrate the phenomenon of strategic inertia in organizations and the impact this has on the type of renewal process that is undertaken; to differentiate between environmental and organizational adaptation strategies and synergies; to apply practical steps of renewal by outlining the influential forces and distinct stages of the process; and to create a practical framework that organizations can use as a guideline for sensing and reacting to changes in the business environment. Case overview/synopsis The case study examines the strategic renewal processes of Anglo American Platinum (Amplats) for the period 2012–2019. Amplats is the world’s largest producer of platinum group metals (PGMs). Despite the adversarial business environment of the South African PGM mining industry, six years into its new strategy, the organization had emerged debt-free and was poised to be sustainable. This posed a unique dilemma in strategic decision-making, namely, how to maintain a strategic renewal process. Chris Griffith, CEO of Amplats, was about to retire, but realized that the organization had yet to fulfil its potential. The ambition of the organization was to redefine the industry benchmark for performance across multiple pillars of value for different stakeholders, and to become the most valued mining company by 2023. Set in 2019, the case invites students to look back at the symptoms of strategic inertia at the time of Griffith’s appointment as CEO, and to define the nature and stages of the renewal that the organization underwent. This will provide insights that will enable an examination of the application of a framework for continual strategic renewal. Complexity academic level Postgraduate business students Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy