Investigating the reorientation in manufacturing firms through a dynamic of strategic shift: An exploratory study

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2023-02-11 DOI:10.3233/hsm-220157

Janvee Garg, Sonika Jha, A. Singh

引用次数: 0

Abstract

BACKGROUND: In order to gain a competitive advantage or survive, organizations need to reorient themselves once in a while, and in distress tend to rely on turnaround strategies. The organization must ensure that the turnaround strategy implemented is effective. OBJECTIVE: This study explores and investigates the implementation of turnaround strategies during a crisis by manufacturing firms with the help of a conceptual model combining turnaround strategies and McKinsey’s 7s framework as the mediating variables. METHODS: A questionnaire comprising 35 questions was circulated amongst the employees of various manufacturing firms operating in India and 230 data samples were collected. RESULTS: The findings of this study indicate that manufacturing firms tend to implement turnaround strategies in the form of Operational, Financial, Leadership, Structural and Strategic methods for their survival and reorientation. Additionally, turnaround strategies and strategic reorientation variables of the McKinsey 7s framework showed a significant relationship through a set of Hard S and Soft S.

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战略转移动态下制造业企业再定位研究:探索性研究

背景:为了获得竞争优势或生存，组织需要时不时地重新定位自己，在困境中往往依赖于周转战略。组织必须确保实施的周转战略是有效的。目的:本研究通过将转型战略与麦肯锡7s框架相结合的概念模型作为中介变量，探讨和调查制造业企业在危机期间实施转型战略的情况。方法:一份包含35个问题的调查问卷在印度各制造公司的员工中分发，收集了230个数据样本。结果:本研究发现，制造业企业倾向于以营运、财务、领导、结构和战略方法的形式实施转型战略，以谋求生存和重新定位。此外，麦肯锡7s框架中的周转战略和战略再定向变量通过一组硬S和软S显示出显著的关系。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.