Strategy & Leadership最新文献

{"title":"How responsible research can improve management decision making","authors":"Russell Craig, Dennis Tourish","doi":"10.1108/sl-06-2024-0054","DOIUrl":"https://doi.org/10.1108/sl-06-2024-0054","url":null,"abstract":"Purpose\u0000We encourage CEOs to exercise greater care when using research to inform their decision-making.\u0000\u0000Design/methodology/approach\u0000For analytical framing, we draw on published literature to highlight three common inadequacies of research in leadership and management (lack of relevance, lack of credibility, and obsession with theory). We distinguish between three broad types of research: responsible research, irresponsible research and aresponsible research.\u0000\u0000Findings\u0000When commissioning research or using research findings, CEOs should be guided by a six-point checklist that includes applying the principles of responsible research advocated by the Responsible Research for Business Network.\u0000\u0000Originality/value\u0000We believe we are the first authors to propose the concept of aresponsible research\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"9 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141813629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Metaverse: the post--hype future","authors":"Anthony Marshall, Christian Bieck","doi":"10.1108/sl-12-2023-0122","DOIUrl":"https://doi.org/10.1108/sl-12-2023-0122","url":null,"abstract":"\u0000Purpose\u0000Beyond its initial hype, and based on original new surveying, this paper explores the impact of metaverse on business in the medium to long-term.\u0000\u0000\u0000Methodology\u0000IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 400 C-Suite executives, (CEOs, CIO/CTOs and CMOs) in the U.S. across 25 industries on their investments in metaverse, business cases and outcomes.\u0000\u0000\u0000Findings\u0000\u0000Despite the media hype, the majority of investment in metaverse is B2B.\u0000Although the biggest impacts of metaverse are medium to long-term, there are benefits immediately accessible in the short-term.\u0000More success is likely if organizations develop metaverse strategies with ecosystem partners.\u0000\u0000\u0000\u0000Research implications\u0000Metaverse was extremely fashionable, now far less so. Both extremes are inappropriate. Metaverse, especially as a B2B strategy, has an important role to play in an organizations' strategy.\u0000\u0000\u0000Practical implications\u0000Many businesses are making investments in metaverse. They should continue.\u0000\u0000\u0000Social implications\u0000Metaverse impacts extends beyond B2C applications into the B2B workplace.\u0000\u0000\u0000Originality and value\u0000This work is completely original, based on new data and analysis that has not been published elsewhere.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"169 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141001955","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The relationship between coaching behaviors by situational leaders and new employee engagement","authors":"Michael Woodard, Katherine Hyatt","doi":"10.1108/sl-01-2024-0003","DOIUrl":"https://doi.org/10.1108/sl-01-2024-0003","url":null,"abstract":"Purpose\u0000Research suggests that leaders influence employee engagement and their connection to the organization, their manager and their team. However, the influence of leadership behaviors on new employees requires further investigation.\u0000\u0000Design/methodology/approach\u0000This nonexperimental, cross-sectional, quantitative, exploratory study examined Situational Leadership II (SLII) behaviors, specifically the Coaching (S2) style and new employee engagement. New employees that had worked with medium-sized organizations (100 to 999 employees) for less than a year were surveyed using the Leadership Action Profile II (LAPII; The Ken Blanchard Co., 1979) and the Utrecht Work Engagement Scale-9 (UWES-9; Schaufeli and Baker, 2003). Regression analysis was used to determine the degree to which the SLII leaders’ behaviors explained new employee engagement. The research question and hypotheses explored the gap between SLII behaviors and new employee engagement.\u0000\u0000Findings\u0000The findings of this research indicated a positive relationship between the SLII leadership style of Coaching (S2) and new employee engagement. It is important to engage new hires in order to reduce turnover.\u0000\u0000Originality/value\u0000The SLII leadership style of Coaching (SW) was studied and in relation to new employee engagement. New hire engagement (those working for an organization for less than a year) is not an area that has been studied in relation to coaching in medium sized organizations and this article contributes to the literature.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"4 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141019381","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Strategic communication & corporate sustainability within global supply chains","authors":"Leon Prieto, Simone T.A. Phipps, Melva Robertson, Stacey D. Reynolds","doi":"10.1108/sl-09-2023-0095","DOIUrl":"https://doi.org/10.1108/sl-09-2023-0095","url":null,"abstract":"Purpose\u0000The article aims to explore the transformative journey of AcmeTech Manufacturing, a fictional company influenced by real-life events, from environmental negligence to adopting sustainable and responsible business practices. By examining AcmeTech's strategic communication and sustainability initiatives, the study seeks to highlight the importance of integrating sustainability within global supply chains and the role of strategic communication in building stakeholder trust and achieving corporate sustainability goals.\u0000\u0000Design/methodology/approach\u0000This research adopts a case study methodology, focusing on AcmeTech Manufacturing as a representative example. The case study approach allows for an in-depth exploration of AcmeTech's challenges, strategies and outcomes in its pursuit of corporate sustainability. Drawing from real-life events, the study delves into the company's transformation, its commitment to transparent communication and its efforts to incorporate sustainable practices within its global supply chains.\u0000\u0000Findings\u0000AcmeTech Manufacturing, once criticized for its environmental negligence, has embarked on a comprehensive sustainability journey. Recognizing the erosion of stakeholder trust due to past actions, the company has prioritized transparent and strategic communication of its sustainability efforts. AcmeTech's commitment extends beyond internal changes, emphasizing the importance of its global supply chains in its overall environmental impact. By adopting a Cooperative Advantage approach, rooted in the philosophy of ubuntu, AcmeTech not only addresses its environmental challenges but also strives to become a leader in sustainable manufacturing practices.\u0000\u0000Originality/value\u0000The article offers a unique perspective by combining the concepts of strategic communication and corporate sustainability within the context of global supply chains. Using the fictional case of AcmeTech Manufacturing, influenced by real-world scenarios, the study introduces the Cooperative Advantage approach, rooted in the African philosophy of ubuntu. This approach emphasizes the interconnectedness of all stakeholders, promoting a people-centered strategy to sustainability, making the article a novel contribution to the discourse on corporate sustainability.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"1 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140652763","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The unseen leader how history can help us rethink leadership","authors":"Emre Samli","doi":"10.1108/sl-01-2024-263","DOIUrl":"https://doi.org/10.1108/sl-01-2024-263","url":null,"abstract":"","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":" 39","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140683733","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Unprecedented leadership: learning to lead in turbulent times","authors":"Emre Samli","doi":"10.1108/sl-01-2024-264","DOIUrl":"https://doi.org/10.1108/sl-01-2024-264","url":null,"abstract":"","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":" September","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140682506","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How generative AI will drive enterprise innovation","authors":"Anthony Marshall, Christian Bieck, Jacob Dencik, Brian C. Goehring, Richard Warrick","doi":"10.1108/sl-12-2023-0126","DOIUrl":"https://doi.org/10.1108/sl-12-2023-0126","url":null,"abstract":"\u0000Purpose\u0000Most recent C-suite surveying suggests current applications of generative AI, although hyped, are fragmented and unlikely to yield major financial returns anticipated. Instead, business leaders expect major value from generative AI will be achieved through application of generative AI to innovation: operational innovation, product and service innovation, and most elusive of all, business model innovation.\u0000\u0000\u0000Design/methodology/approach\u0000Findings and analysis presented draws on data from several surveys of C-level executives conducted by IBM Institute for Business Value in collaboration with Oxford Economics during 2023. Each survey focused on the potential of generative AI in a particular business area. The n-count of each survey ranged from 100-3000.\u0000\u0000\u0000Findings\u00001. Business leaders expect generative AI to build on returns achieved from investments in traditional AI, with 10 percent RoI expected on generative AI investments by 2025. 2. Executives anticipate that generative AI will have most impact when implemented to expand innovation. 3. Specific examples provided for operational innovation, product innovation, and business model innovation\u0000\u0000\u0000Research limitations/implications\u0000We are still very early in the generative AI development cycle. We have made best efforts to project, but only time will tell for sure.\u0000\u0000\u0000Practical implications\u0000Business application of generative AI are extremely fragmented. Despite the desire to throw investments at the wall to see what sticks, it is important that leaders take a structured approach to generative AI, focusing on RoI from innovation investments.\u0000\u0000\u0000Social implications\u0000To alleviate negative impacts of generative AI, focusing on innovation potential and value maximization is crucial.\u0000\u0000\u0000Originality/value\u0000This research is based on completely new surveying and data. This papers adds to the sum total of new knowledge in the generative AI domain.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"55 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140700583","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Incorporating ESG across the M&A process","authors":"Timothy Galpin, Maja de Vibe","doi":"10.1108/sl-12-2023-0121","DOIUrl":"https://doi.org/10.1108/sl-12-2023-0121","url":null,"abstract":"\u0000Purpose\u0000Aspects of ESG have become key considerations during many M&A transactions. This ranges from the type of assets a firm purchases, to evaluating the management practices of target firms, to incorporating ESG assessments into due diligence checklists and valuation models, to including specific ESG provisions in the sale and purchase agreement (SPA). Companies are increasingly concluding that a more robust focus on ESG in deal-making allows for greater value to be captured. This article identifies how companies can go about incorporating ESG throughout the deal process, from pre-deal analysis through post-transaction integration. A case example is provided.\u0000\u0000\u0000Design/methodology/approach\u0000This article provides key actions firms can take to incorporate ESG throughout the deal process, from pre-deal analysis through post-transaction integration. A case example from a large state-owned Norwegian utility is provided.\u0000\u0000\u0000Findings\u0000Various components of ESG have rapidly become key considerations in transactions. Firms that incorporate ESG across their M&A process, both pre- and post-deal can reap significant benefits. While firms that ignore ESG during M&A not only miss the upside potential, but also risk making damaging and costly deal mistakes.\u0000\u0000\u0000Practical implications\u0000M&A practitioners will find this article particularly useful, as many firms struggle with how to effectively include ESG in their transactions. This article provides M&A practitioners with key actions they can take to incorporate ESG throughout the deal process, from pre-deal analysis through post-transaction integration. A case example from a large state-owned Norwegian utility is provided.\u0000\u0000\u0000Originality/value\u0000The body of literature about M&A transactions is extensive, as is the recent writing about the importance of ESG to firms' costs, revenue, and societal impact. This article brings these two aspects together by providing M&A practitioners with key actions they can take to incorporate ESG throughout the deal process, from pre-deal analysis through post-transaction integration.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"74 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140724802","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leveraging inter-organizational agility for innovation","authors":"Daniel Fasnacht, Daniel Proba","doi":"10.1108/sl-08-2023-0087","DOIUrl":"https://doi.org/10.1108/sl-08-2023-0087","url":null,"abstract":"\u0000Purpose\u0000Dissolving industry boundaries, coupled with an increasing need for collaboration and mutual adaptation, necessitates the adoption of diverse innovation concepts and flexible management practices. While organizations are striving to be agile and receptive, prioritizing flexibility over meticulous planning, the strategies required to achieve these outcomes remain underdeveloped.\u0000\u0000\u0000Design/methodology/approach\u0000Between 2019 and 2022, 100 peer-reviewed papers were reviewed to identify 68 agile practices, forming the basis for the classification. A conceptual-to-empirical approach led to the framework's development, involving 40 expert interviews and nine focus groups with participants from different countries from 2020 to 2023. These interactions validated the framework's dimensions and real-world applicability.\u0000\u0000\u0000Findings\u0000The study revealed that inter-organizational agility serves as a catalyst, effectively harmonizing open and frugal innovation to address market and customer constraints. This framework offers managers a valuable tool for navigating uncertainties and ambiguities and creating and capturing value within open innovation ecosystems that go beyond transient competitive advantages.\u0000\u0000\u0000Practical implications\u0000The case study suggests co-innovation and bricolage as novel managerial capabilities that foster innovation, mainly when supported by inter-organizational agility. It provides insights into distinguishing between various forms of agility through a multidimensional framework.\u0000\u0000\u0000Originality/value\u0000The study provided crucial insights into the necessity for agility in complex and uncertain environments. Through the integration of frugal and open innovation approaches in co-innovation, inter-organizational agility is presented as a framework for achieving both transient competitive advantage and sustainable innovation power.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"62 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140366442","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"For sustained digital advantage, find a huge customer problem and create the processes that will solve it","authors":"Robert Chapman Wood","doi":"10.1108/sl-12-2023-0125","DOIUrl":"https://doi.org/10.1108/sl-12-2023-0125","url":null,"abstract":"\u0000Purpose\u0000New technologies may offer special opportunities for others to achieve very large returns with approaches to technology development like those of Amazon, Tesla, and Walmart. This paper summarizes those firms' overall approach and offers guidelines for carrying out similar efforts.\u0000\u0000\u0000Design/methodology/approach\u0000The paper is a multi-firm case study, examining long-term technology development processes of Amazon, Tesla, Walmart, Varian Medical, and Deere.\u0000\u0000\u0000Findings\u0000The firms were able to create huge amounts of value (or in Deere's case, seems to be creating a huge amount of value today) because their leaders recognized a huge problem that limited customers greatly and spent decades solving it with digital technology. The approach appears to be replicable by others.\u0000\u0000\u0000Research limitations/implications\u0000This is an initial review. Further study of these firms and others that have similar long-term digital achievements is warranted.\u0000\u0000\u0000Practical implications\u0000The paper describes a practical approach to achieving sustained competitive advantage that may be effective for those willing to pursue solution to a large problem over many years.\u0000\u0000\u0000Originality/value\u0000The most successful users of digital technology have followed a difficult but straightforward path to revolutionizing customer experience: Focus for decades on making something important work really well. This paper identifies similarities among the long-term strategies of the greatest producers of long-term value for the first time and identifies a path through which others may follow them.\u0000","PeriodicalId":169963,"journal":{"name":"Strategy & Leadership","volume":"68 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140248435","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}