strategic responses
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2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guydeuk Yeon ◽  
Paul C. Hong ◽  
Elangovan N. ◽  
Divakar G. M.

Purpose The COVID-19 pandemic presents unprecedented challenges for small and medium enterprises (SMEs) in emerging economies. This paper aims to examine how India's SMEs implement their strategic responses in this crisis. Design/methodology/approach The study uses dynamic capability theory to explore the strategic responses of SMEs. Strategy implementation theory helps to explain how they implement innovative practices for outcomes. A research model defines the COVID-19 challenges, strategic responses and performance outcomes. The study reports the findings of an initial pilot study of 75 firms and follow-up case study results in the context of COVID-19. Findings Firms choose their approaches according to their perceived market risks. Case studies illustrate that firms display diverse attitudes depending on their strategic direction, leadership vision and organizational culture. They achieve different outcomes by implementing specific styles of risk management practices (e.g. risk-averting, risk-taking and risk-thriving). Research limitations/implications Although the study context is Indian SMEs, the findings suggest meaningful lessons for other emerging economies in similar crisis events. The propositions may be extended to future research in broad contexts. Practical implications Even in the extraordinary COVID-19 market crisis, SMEs with limited resources display their strategic potential by recognizing their unique capabilities, translating them into effective actions and achieving desirable outcomes. Social implications In the COVID-19 pandemic, top leaders' mental attitude, strategic perspective and routine practices are contagious. Positive leadership motivates both internal and external stakeholders with an enormous level of collaboration. Originality/value This rare study of Indian SMEs provides a theoretical framework for designing a pilot survey and conducting a case study of multiple firms. Based on these findings, testable propositions are articulated for future research in diverse organizational and national contexts.


2022 ◽  
pp. 102452942110556
Author(s):  
Philip Balsiger ◽  
Thomas Jammet ◽  
Nicola Cianferoni ◽  
Muriel Surdez

How do organizations in a sector where powerful platforms have emerged cope with the new constraints and opportunities that platforms induce? A growing number of studies highlight the power of digital platforms to re-organize markets and thereby create new forms of dependence. But there are also indications that organizations are capable of countering platform power especially by demanding their regulation. This paper expands this view to investigate also strategies at the organizational level. It draws on the algorithmic game studies of strategic responses to environmental changes to study how organizations strategically respond to the rise of digital platforms. To show organizations’ capacities to cope with the new digital market environment, we use a qualitative case study of the Swiss hotel sector and its reactions to so-called online travel agencies, based on interviews with hotel managers and professional representatives. We distinguish between three types of hotels—small family-run, luxury, and chain hotels, and identify three types of strategic responses: bypassing, optimizing, and mitigating. Contrary to a platform power perspective, we find some evidence for organizations’ capacity to keep platforms at bay, by limiting dependence through mitigation, and platforms’ reach through bypassing. Hotels also learn to “play the algorithmic game” and take advantage of platforms’ technological affordances, but such strategies seem to accommodate platform power rather than countering it. Finally, we find that hotels with fewer resources (small family-run hotels) are less equipped to counter platform power, suggesting that platforms risk fostering existing hierarchies and segmentation in markets.


PLoS ONE ◽  
2021 ◽  
Vol 16 (12) ◽  
pp. e0261931
Author(s):  
Olivia Herlinda ◽  
Adrianna Bella ◽  
Gita Kusnadi ◽  
Dimitri Swasthika Nurshadrina ◽  
Mochamad Thoriq Akbar ◽  
...  

Background Understanding the actual prevalence of COVID-19 transmission in the community is vital for strategic responses to the pandemic. This study aims to estimate the actual infection of COVID-19 through a seroprevalence survey and to predict infection fatality rate (IFR) in Tanjung Priok, the hardest-hit sub-district by the COVID-19 in Jakarta, Indonesia. Methods We conducted a venous blood sampling (phlebotomy) to 3,196 individuals in Tanjung Priok between Nov 23, 2020, and Feb 19, 2021 to detect their antibodies against SARS-CoV-2. Using an enumerator-administered questionnaire, we collected data on the respondents’ demographic characteristics, COVID-19 test history, COVID-19 symptoms in the last 14 days, comorbidities, and protective behaviours during the last month. We employed descriptive analysis to estimate the seroprevalence and IFR. Findings The prevalence of Antibody against SARS-CoV-2 was 28.52% (95% CI 25.44–31.81%), with the result being higher in females than males (OR 1.20; 95% CI 1.02–1.42). By the end of the data collection (February 9, 2021), the cumulative cases of COVID-19 in Tanjung Priok were reported to be experienced by 9,861 people (2.4%). Those aged 45–65 were more likely to be seropositive than 15–19 years old (OR 1.42; 95% CI 1.05–1.92). Nearly one third (31%) of the subjects who developed at least one COVID-19 symptom in the last 14 days of the data collection were seropositive. The estimated IFR was 0.08% (95% CI 0.07–0.09), with a higher figure recorded in males (0.09; 95% CI 0.08–0.10) than females (0.07; 95% CI 0.06–0.08), and oldest age group (45–65) (0.21; 95% CI 0.18–0.23) than other younger groups. Conclusion An under-reporting issue was found between the estimated COVID-19 seroprevalence and the reported cumulative cases in Tanjung Priok. More efforts are required to amplify epidemiological surveillance by the provincial and local governments.


Author(s):  
John M. Luiz ◽  
Takudzwa Magada ◽  
Regis Mukumbuzi

AbstractWe seek to understand how the strategic responses of firms to institutional voids are affected by their home countries’ institutional contexts. It adopts an exploratory, multiple case studies approach examining the responses of advanced and emerging multinational enterprises, and local firms in two African countries which are characterized by such voids, namely the Democratic Republic of the Congo and Zimbabwe. Our research suggests that firms’ strategic responses to institutional voids in emerging or developing markets are affected by the home country’s institutional environment and firms’ experiences and advantages arising from that home context. Firms adopt strategic responses which reflect their respective advantages and this results in diverse approaches based on the interplay between capitalizing upon internal resources and institutional know-how. For some firms this may result in a defensive strategic response, whilst for others opportunistic and aggressive agility, or rationalization and reconciliation may manifest. We demonstrate differences between advanced and emerging multinational enterprises and domestic firms covering the spectrum between institutional outsiders and insiders. We emphasize the contextual nature of these strategic responses and argue that this requires integrating both a resource and institution-based analysis of firms’ underlying advantages and how they are able to leverage off these advantages in institutionally voided environments. Practical implications arise for doing business in emerging and developing markets.


2021 ◽  
Author(s):  
Elsie Onsongo

Abstract When multinational enterprises (MNEs) seek to serve the needs of base of the pyramid (BOP) environments, they are often confronted with several environmental factors, among them, severe resource constraints and institutional complexities. MNEs adopt two overarching strategic orientations to navigate these factors: the strategy to adapt to the new context, or the strategy to shape the context. This paper investigates how and when these strategic orientations are deployed in an MNE. It further explores the intra-organisational tensions and dilemmas that arise when these strategic orientations are implemented. This paper analyzes a case of frugal innovation in a primary care intervention developed and deployed in Kenya by Philips N. V., a Dutch multinational technology company. Several propositions are generated based on the case findings. The paper contributes to the frugal innovation literature which lacks rigorous, in-depth analytical case studies on organisational processes associated with new product development. It also offers managers a useful toolkit that could inform how they could strategically navigate the pressures of BOP environments.


2021 ◽  
Vol 7 (Supplement) ◽  
Author(s):  
Claudio Tanca ◽  
Uliana Bakh ◽  
George Bakhturidze ◽  
Jamilya Sadykova ◽  
Salauat Astana

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ekaterina Kozachenko ◽  
Amitabh Anand ◽  
Galina Shirokova

Purpose A strategic response to crisis research is a critical and growing area of study in management and business literature. Consequently, the sudden rise of COVID-19, that has a substantial adverse impact on the global economy in a relatively short period of time, brings into sharp focus on the possible and most effective types of strategic responses adopted by firms. In this context, this study aims to shed light on the types of strategic responses adopted by firms and the possible outcomes. Design/methodology/approach To contribute to the advancement of knowledge around strategic responses in general for business, this study conducted a keyword bibliometric analysis reviewing 66 articles from highly ranked journals according to ABS list of journals published between the period 2006–2020 and synthesize the existing research on strategic responses. Findings This research enabled the identification of the novel typology of strategic responses to the crisis, such as revived stakeholders’ relationships, revived pricing mechanisms and revived organizational compliance, and their outcomes. Additionally, the analysis established many research areas for scholars who will deal with this topic in the future. Originality/value The literature review contributes to the management and business literature by providing a novel and comprehensive classification of crisis responses and synthesizing all new knowledge gained within a new conceptual framework.


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