The focus of this article is on multi-organizational cross-sector social partnerships (CSSP), an increasingly common means of addressing complex social and ecological problems that are too extensive to be solved by any one organization. While there is a growing body of literature on CSSP, there is little focus on collaborative strategic management, especially where implementation and outcomes are concerned. This study addresses these gaps by offering a conceptual model of collaborative strategic management, which is then tested (...) through the use of two qualitative empirical cases of collaborative regional sustainable development strategies (CRSDS). The model augments previous collaboration models by highlighting two levels of implementation (the collaboration and the organizational levels) and by considering the different types of outcomes, and the feedback loops. (shrink)

This article explores the strategic management of government affairs in companies active in the EU. The article relies on a unique large-N dataset on the functioning and staffing of EU government affairs. The analysis shows that companies delegate government affairs functions to in-house managers with specific competences, who stay in office for long periods and who have an extensive knowledge of the core competences of the company, thanks to their educational background and work experience in the private sector. (...) These findings suggest that how companies strategically manage and staff government affairs in Brussels rests on the distinct structure of business–government relations in the EU, which are based on the exchange of technical information and the establishment of credibility and long-run trust arrangements. (shrink)

Strategic management ensures the identification of environmental opportunities and threats that a sector or an organization must face in order to gain a competitive advantage in the market. Transport is recognized as a key factor in the strategy of a long term development, economic growth and quality of life. In this sense, a transport system that offers a maximum economic and social impact must be developed in order to minimize the negative effects. Considering this aspects, we must highlight (...) that important economic changes, trade growth, technological development or environmental issues have a major impact on the maritime industry in general and on port activities in particular. The favourable maritime opening of Romania, which through the port of Constanta is one of the main distribution centers for Central and Eastern Europe, ensures the necessary premises for an economic growth. The purpose of this paper is to identify the main strategic management decisions needed in the field of maritime transport in order to ensure increased performance. We will also try to demonstrate the strategic importance that the management of the port has in terms of its competitiveness in foreign trade. An analysis will be performed on the port of Constanta based on which we will identify the main decisions and strategic objectives to ensure its development and increase its competitiveness at European and global level. (shrink)

Covering both practical and theoretical aspects of strategic management, this three-volume work brings the complex topic down to earth and enables readers to gain competitive business advantages in their marketplace. This clear, insightful, and interesting work covers all aspects of strategic management, including chapters that discuss SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, the Resource-Based View, transaction cost economics, and real options theory. Unlike other books, this three-volume work examines strategic management from different perspectives, (...) effectively interweaving seemingly disparate subdisciplines, such as entrepreneurship and international business, with specialized foci, such as creativity, innovation, and trust. Incorporating information from contributors as varied as a proprietor of a worldwide motorcycle business to one of the most published scholars in the field of international strategic management, the practical and theoretical perspectives presented in Strategic Management in the 21st Century will benefit business strategists, professors of strategic management, and graduate students in the field. (shrink)

Emotion recognition is an important part of building an intelligent human-computer interaction system and plays an important role in human-computer interaction. Often, people express their feelings through a variety of symbols, such as words and facial expressions. A business ecosystem is an economic community based on interacting organizations and individuals. Over time, they develop their capabilities and roles together and tend to develop themselves in the direction of one or more central enterprises. This paper aims to study a multimodal ER (...) method based on attention mechanism. It analyzes the current emotional state of consumers and the development direction of enterprises through multi-modal ER of human emotions and analysis of market trends, so as to provide the most appropriate response or plan. This paper firstly describes the related methods of multimodal ER and deep learning in detail, and briefly outlines the meaning of enterprise strategy in the business ecosystem. Then, two datasets, CMU-MOSI and CMU-MOSEI, are selected to design the scheme for multimodal ER based on self-attention mechanism. Through the comparative analysis of the accuracy of single-modal and multi-modal ER, the self-attention mechanism is applied in the experiment. The experimental results show that the average recognition accuracy of happy under multimodal ER reaches 91.5%. (shrink)

In a series of joint papers, Teppo Felin and Nicolai J. Foss recently launched a microfoundations project in the field of strategic management. Felin and Foss observe that extant explanations in strategic management are predominantly collectivist or macro. Routines and organizational capabilities, which are supposed to be properties of firms, loom large in the field of strategic management. Routines figure as explanantia in explanations of firm behavior and firm performance, for example. Felin and Foss (...) plead for a replacement of such macro-explanations by micro-explanations. Such a replacement is needed, Felin and Foss argue, because macro-explanations are necessarily incomplete: they miss out on crucial links in the causal chain that connect macro phenomena with each other. I argue that this argument is flawed. It is based on a doubtful if not outright incorrect understanding and use of Coleman’s diagram. In a sense to be explained below, only if Coleman’s diagram is squared it can accurately account for the relations between individual action and interaction, routines and firm behavior and firm performance. Once Coleman’s diagram is squared, one can see why and how macro-explanations need not miss out on any link in the causal chains that connect macro phenomena. Micro-analyses are still needed, not to highlight and specify causal links that macro-explanations miss out on, but to check whether the many properties that are ascribed to routines in macro-explanations of firm behavior are warranted. (shrink)

ABSTRACT:This essay attempts to provide a useful research agenda for researchers in both strategic managementandbusiness ethics. We motivate this agenda by suggesting that the two fields started with similar interests, diverged, and are beginning to converge again. We then identify several streams that hold particular promise for developing our understanding of the relationship between strategy and ethics: stakeholder theory, managerial discretion, behavioral strategy, strategy as practice, and environmental sustainability.

ABSTRACT:This essay attempts to provide a useful research agenda for researchers in both strategic managementandbusiness ethics. We motivate this agenda by suggesting that the two fields started with similar interests, diverged, and are beginning to converge again. We then identify several streams that hold particular promise for developing our understanding of the relationship between strategy and ethics: stakeholder theory, managerial discretion, behavioral strategy, strategy as practice, and environmental sustainability.

This paper is the Introduction to the Special Issue comprising a selection of papers submitted to the 19th IESE International Symposium on Ethics, Business and Society. The main topic of the Symposium was “Ethical Challenges in Strategic Management.” The paper presents the rationale and context of the Symposium. We begin with a brief historical overview of the evolution of the relationship between ethics and strategy. We propose four pillars that are at the core of a definition of strategy (...) and elaborate on how ethics can contribute to strategy. We present the six papers that make up this selection within the framework of the four aspects introduced in the previous section. We conclude with some proposals for further research that consider the content of the papers. (shrink)

With the rapid development of Internet of Things technology, the energy consumption of service composition in the IoT environment is a key problem to be studied. At present, the problems of service composition in the IoT environment mostly focus on the evaluation research based on quality of service, ignoring the overall energy consumption in the process of dynamic configuration of service composition. Therefore, we construct the service composition structure for the IoT and propose the QoS evaluation model and energy evaluation (...) model for the service composition in the IoT environment. Considering that the service composition in the Internet of things environment is NP hard, moth algorithm is successfully applied to the QoS evaluation model and energy evaluation model. The simulation results reveal that MFO has good optimization effect in the abovementioned models, and the optimization effect of MFO is improved by 8% and 6% compared with the genetic algorithm and particle swarm optimization, so as to realize the green energy strategic management of QoS composition in the environment of IoT. (shrink)

The work highlights the problems of economic risk management in a territorial context. The purpose of the study is to substantiate the strategic management of economic risks in a territorial context, based on the development of a mechanism of criteria that can give a generalized assessment of the results of risk situations, based on consideration of the variability of the development of the territorial economy. When assessing risks, special attention is paid to the economic results of the (...) consequences of their occurrence for the objectivity of strategic planning. The materials studied on various approaches to risk assessment show the economic category, while there is a functional connection between social and economic processes. The calculation technology itself requires improvement, which consists in creating a mechanism for generalizing indicators, concentrating them in a territorial context. Most likely, when developing a strategy for the development of the economy of a territory, it will be necessary to consider the variability of events that involve the occurrence of risks, providing an objective assessment of risks when making management decisions. The scientific novelty of the study is to justify the development of a mechanism for assessing the risks of the territorial economy, based on the relationship between the consolidation of risk analysis indicators and the effectiveness of the development of socio-economic processes, while comparing various options for the forecast effect. As a result of the study, the problems of assessing the strategic management of economic risks in the territorial context made it possible to develop generalized indicators characterizing risk events. (shrink)

The importance of the topic of the article lies in the need to explain the cognitive aspects of the strategic management system under uncertainty. The purpose of the article is the need to study and substantiate the importance of cognitive aspects of the system of strategic management in conditions of uncertainty; a comparative analysis of different approaches to strategies in conditions of uncertainty, identifying their features and differences from the provisions of the classical strategic (...) class='Hi'>management; to classify the angles of the system of strategic management in conditions of uncertainty, comparing different approaches; to characterize cognitive concepts of fast strategies in conditions of uncertainty. The article analyzes the importance of cognitive aspects of the strategic management system in conditions of uncertainty; a comparative analysis of different approaches to strategies in conditions of uncertainty is made, their features and differences from the provisions of classical strategic management are revealed and analyzed; angles of strategic management system in conditions of uncertainty are classified, a comparison of different approaches is made; cognitive concepts of fast strategies in conditions of uncertainty are characterized. At the present stage there is a rather acute need to quickly study the cognitive aspects of the strategic management system under conditions of uncertainty. (shrink)

Smart city is a brand-new city form, in which information and communication technologies are utilized to sense, analyze, and integrate the key information of city operation core system, so that intelligent responses can be immediately and effectively taken to various demands including people’s livelihood, environmental protection, public safety, city services, and industrial and commercial activities. Digital economy is a mixed economy with the coexistence of multiple business models and diversified value creation models based on the information and communication technologies and (...) in the digital economy, many things are undergoing huge changes, and their corresponding economic rules also need to be adjusted. On the basis of analyzing previous research works, this paper expounded the research status and significance of smart city’s resource scheduling and strategic management, elaborated the development background, current status, and future challenges of digital economy, introduced the methods and principles of city-level spatiotemporal data model and spatial full factor coding, formulated resource scheduling strategies for smart city based on digital economy, explored the dynamic fusion, storage, and update of smart city’s multisource heterogeneous data, conducted the information display and analysis of multilevel smart city, proposed strategic management approaches for smart city based on digital economy, analyzed the integrated implementation model of shared resource scheduling and people-oriented social management, and discussed the economic growth factors and standardization mechanism of smart city under the background of digital economy. The results of this study provide a reference for further research studies on the resource scheduling and strategic management of smart city under the background of digital economy. (shrink)

This paper aims to identify the decision support systems and their role on the strategic management development in the Universities- Case Study: Islamic University of Gaza. The descriptive approach was used where a questionnaire was developed and distributed to a stratified random sample. (230) questionnaires were distributed and (204) were returned with response rate (88.7%). The most important findings of the study: The presence of a statistically significant positive correlation between the decision support systems and strategic (...) class='Hi'>management in the Islamic University in Gaza, and this shows that there is a role for decision support systems in strategic management development. The senior management is convinced of the importance of strategic management of the organization, and this conviction paid to clearly understand the process of the development of strategic management and thus led to a commitment to this process to improve its performance. There is an impact on the strategic management of the capabilities available for the use of decision support systems, and the type of decision support systems used, while there is little effect of top management support for the use of decision support systems. Also, the results showed that there were no statistically significant differences between the averages of the respondents answers attributed to personal data. The research also concluded a series of recommendations: The Islamic University of Gaza need to develop its infrastructure of decision support systems when it develops the strategic management. It should increase its interest in organizational potential through the necessity of a separate unit for decision support systems. As well as increased interest in the physical and technical capabilities available to decision support systems through continuity in keeping pace with technological means and techniques, continued support of senior management in the organization of strategic management for its positive role on decision support systems, that senior management will continue in the organization in creating a culture of strategic management, and it should encourage employees to participate in the strategic management process. (shrink)

Abell, Felin and Foss argue that "macro-explanations" in strategic management, explanations in which organizational routines figure prominently and in which both the explanandum and explanans are at the macro-level, are necessarily incomplete. They take a diagram (which has the form of a trapezoid) from Coleman, Foundations of Social Theory, The Belknap Press of Harvard University Press, Cambridge (Mass.)/London, (1990) to task to show that causal chains connecting two macro-phenomena always involve "macro-to-micro" and "micro-tomacro" links, links that macro-explanations allegedly (...) fail to recognize. Their plea for micro-foundations in strategic management is meant to shed light on these "missing links". The paper argues that while there are good reasons for providing micro-foundations, Abell, Felin and Foss's causal incompleteness argument is not one of them. Their argument does not sufficiently distinguish between causal and constitutive relations. Once these relations are carefully distinguished, it follows that Coleman's diagram has to be squared. This in turn allows us to see that macroexplanations need not be incomplete. (shrink)

The main purpose of this article is to bring Ragin’s recent methodological contributions, which build on ideas borrowed from fuzzy logic, to the attention of management scholars. To demonstrate the possible use of the techniques developed by Ragin in management research, three specific examples for their likely applications are presented: the replications of Porter’s diamond framework for Turkey, Greece and Canada. The article concludes that Ragin’s systematic techniques prove helpful in making explicit the process of comparing qualitative evidence (...) derived from case study research, and thus they deserve greater attention in the management literature. (shrink)

From a corporate governance perspective, one of the most important jobs of a firm's top management team is to create and maintain a positive moral environment. Business ethics has long been considered a cornerstone in the field of strategic management and a number of scholars have called for more research in this area over the years. In this paper 658 articles that appeared in "Strategic Management Journal" over the 10-year period between 1996 and 2005 are (...) reviewed for business ethics focus and content. The results reveal that while business ethics research in "Strategic Management Journal" is on the rise, the overall focus on this research stream has been limited. The most prominent ethics theme during the review period was environmentalism, accounting for 30% of all ethics articles. Author affiliations, future research directions, and implications are also discussed. (shrink)

The purpose of this paper is to analyze the role of values in strategic management. We discuss recent criticisms of the concept of strategy and argue that the concept of value helps reconcile these criticisms with traditional models of strategy. We show that Andrews' model of corporate strategy rightly takes morally significant values to be essential to effective management. We show how the notion of value can be clarified and used in research into various conceptions of corporate (...) morality. (shrink)

Confidence in Australian business was severely shaken by the corporate scandals and collapses of the 1980s. Many commentators called for more emphasis on ethics education. This paper surveys the initiatives of Australian business schools and professional bodies and finds them superficial and ineffective. It then presents a case study in Quality Improvement which highlights the need to take a strategic and integrated approach to the development of core values such as quality, trust, ethics and social responsibility. In exploring the (...) process of cultural change, the paper identifies a number of key leadership roles, responsibilities and competencies which are distinguished from the more traditional management functions. (shrink)

This article builds theory at the intersection of ecological sustainability and strategic management literature—specifically, in relation to dynamic capabilities literature. By combining industrial organization economics–based, resource-based, and dynamic capability–based views, it is possible to develop a better understanding of the strategies that businesses may follow, depending on their managers’ assumptions about ecological sustainability. To develop innovative strategies for ecological sustainability, the dynamic capabilities framework needs to be extended. In particular, the sensing–seizing–maintaining competitiveness framework should operate not only within (...) the boundaries of a business ecosystem but in relation to global biophysical ecosystems; in addition, two more dynamic capabilities should be added, namely, remapping and reaping. This framework can explicate core managerial beliefs about ecological sustainability. Finally, this approach offers opportunities for managers and academics to identify, categorize, and exploit business strategies for ecological sustainability. (shrink)

Although business ethics has a long history as a core theme within the realm of strategic management it has not received considerable attention in top strategy journals until recently. In this paper, we assess the state of business ethics research published over a 5-year period (2006–2010) in Strategic Management Journal to ascertain whether there has been an increase in business ethics research published in the top strategy outlet. The results of our content analysis reveal that ethics (...) research in SMJ is indeed on the rise yet this research stream is still underrepresented with only 5.8 % of all articles published over the five-year period having an ethics theme. Moreover, the link between Corporate Social Performance and Financial Performance was identified as the top theme during the review period. (shrink)

This paper contributes to a growing body of literature analyzing the social responsibilities of SMEs (Sarbutts, 2003, Journal of Communication Management 7(4), 340-347; Castka et al., 2004, Corporate Social Responsibility and Environmental Management 11, 140-149; Enderle, 2004, Business Ethics: A European Review 14(1), 51-63; Fuller and Tian, 2006, Journal of Business Ethics 67, 287-304; Jenkins, 2006, Journal of Business Ethics 67, 241-256; Lepoutre and Heene, 2006, Journal of Business Ethics 67, 257-273; Roberts, 2003, Journal of Business Ethics 44(2), (...) 159-170; Williamson et al., 2006, Journal of Business Ethics 67, 317-330) by designing a conceptual framework based on the Strategic Management Theory, which links social issues to the creation of sustained competitive advantages for SMEs. Firstly, the paper reviews literature on corporate social responsibility (CSR) and especially on the creation of social capital for SMEs. An exploration of Strategic Management Theory follows, focusing on the Positioning and Competence Based Schools, with the objective to find an answer to the question: how do social and environmental issues fit in the logic of creation of competitive advantage and what role do they play during strategic planning? The contributions of Hart (natural resourced based view) and Porter and Kramer (development of strategic intent in social responsible actions) are then related to the framework of possible growth paths of SMEs (Hong and Jeong, 2006, Journal of Enterprise Information Management 19(3), 292-302) in order to answer this question. Strategies that could trigger or lever these growth paths are then discussed. Following the recommendation Thompson and Smith (1991, Journal of Small Business Management 29(1), 30-44) gave to focus on the "study of CSR behaviors instead of perceptions," a medium-sized Austrian company in the food producing industry has been identified for an exploratory case study analysis to test the applicability of this theoretical framework for the description of the actual responsible business behavior (RBB) of an SME. This company is typical of one of the 250.000 SMEs which account for 99.6% of the Austrian economy. Based on the findings and the discussion, this paper presents a strategic planning tool for SMEs aiming to embed RBB into the corporate strategy. (shrink)

This book presents an academic introduction, presentation and argument of stakeholder theory as as a model for strategic management of business firms and corporations and public organizations and institutions. The concept of stakeholder is generally used for the parties that affect or are affected by the activities of private or public organizations. Stakeholders are those interested parties who, other than shareholders, have a connection with the activities of a corporation, a firm or an organization. The reference to the (...) stakeholders refers to a conception of a business firm as founded on negotiated governance, where the maximization of the value for the shareholder is not the ultimate criterion. In this model the stakes and the interests that are not those of shareholders or investors, and which go beyond capital and include civil society, are important. This book presents this theory and makes it known as an ethical model for strategic management that is both concrete and useful for developing democracy in the firm, and making it possible to present elements of a social contract in the context of global capitalism. (shrink)

This article casts in high relief the paradigmatic rigidity in strategy research by highlighting the underlying philosophical assumptions (ontological, epistemological, methodological), their advantages, and their limitations. The article discusses four philosophical paradigms that underpin strategy research. While positivism and constructivism are the dominant paradigms, critical realism and pragmatism as relevant philosophical perspectives are also discussed. Using entrepreneurial opportunity as an exemplar, the article explains how philosophical assumptions inform the researchers’ worldview and guide research within a paradigm. The article contends that (...) paradigmatic dogmatism is undesirable in any discipline, more so in a relatively young discipline such as strategic management. Rather than adhering to and nestling inside a single metatheoretical paradigm, the article calls for a more reflexive philosophical approach in strategy research to gain fresh perspectives. (shrink)

The purpose of the study is to reveal the main determinants for improving quantitative criteria in the future of improving the strategic management of a regional territory, based on the developed mechanism of a structured approach in a strategic plan for each participant in the construction of territorial indicators. The work highlights the problems of strategic management in a regional context, special attention is paid to research in the field of evaluation criteria in strategic (...) planning. In particular, the problems of determining the effectiveness of making and implementing management decisions are considered. Particular attention is paid to the preparation and development of the process of strategic forecasting, namely the use of the quantitative forecasting method in assessing strategic management. Obviously, when developing a strategic direction, the adapted elements require adjustments and additions, which is being carried out at the present time. Such changes and additions are promoted not only through legislative and regulatory activities, but also by scientific research, which, in turn, develop new directions of strategies for the development of the country's territories. Scientific novelty lies in the disclosure of the main determinants for improving quantitative criteria in assessing the strategic management of a regional territory, based on the developed mechanism of a structured approach for all participants in territorial indicators. As a result of the study, a new approach to solving the problem of quantitative assessment of strategic management for economic entities and sectors of the economy of the territories was developed. (shrink)

From a corporate governance perspective, one of the most important jobs of a firm's top management team is to create and maintain a positive moral environment. Business ethics has long been considered a cornerstone in the field of strategic management and a number of scholars have called for more research in this area over the years. In this paper 658 articles that appeared in "Strategic Management Journal" over the 10-year period between 1996 and 2005 are (...) reviewed for business ethics focus and content. The results reveal that while business ethics research in "Strategic Management Journal" is on the rise, the overall focus on this research stream has been limited. The most prominent ethics theme during the review period was environmentalism, accounting for 30% of all ethics articles. Author affiliations, future research directions, and implications are also discussed. (shrink)

This paper expands the focus of ethical analysis to look at the basic approaches to strategy used by business firms. Using a set of criteria historically used to judge ethical issues, three strategy paradigms are evaluated in terms of their likely effects on society as well as the firm. From this analysis, recommendations are offered regarding the ethical pursuit of profit and suggestions made for future research into the relationship between strategy and ethics.

This paper presents an analytical framework for analyzing how multimodal resources of emotion expression are semiotically materialized in discursive interactions specific to political discourse. Interested in how political personae are emotionally constructed through multimodal meaning-making practices, our analysis model assumes an interdisciplinary perspective, which integrates facial expression analysis – using FaceReader™ software –, the theory of emotional arcs and bodily actions (hand gestures) analysis that express emotions, in the analytical framework of multimodality. The results show how the multimodal choices that (...) political actors make during discursive interactions allow them to build their political brand and make connections with the audience on an emotional level. (shrink)

This article extends a framework for conceptualizing, designing, and managing planned change-systems. The framework argues that the adoption of social innovations is best facilitated when change organizations manage how target adopters perceive and enact the entire adoption experience. This process is accomplished by defining three critical components of the change-system and applying the principles of synergy to their design and management.

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The research aims to study the role of strategic and operational planning as approach for crises management in UNRWA - Gaza Strip field- Palestine. Several descriptive analytical methods were used for this purpose and a survey as a tool for data collection. Community size was (881), and the study sample was stratified random (268). The overall findings of the current study show that strategic and operational planning is performed in UNRWA. The results of static analysis show that (...) there are a relation between strategic and operational planning and crises management. In spite this relation existence, it need more improvement and expanding. Also there are shortcomings in the way that organization manages the crises before and after they occur. A crisis management is only practicing during the crisis. The study suggests that UNRWA must invest in more resources to enhance strategic and operational palming and improve other methods to face potential crises in the future. (shrink)