Journal of Business Strategy最新文献

{"title":"ChatGPT: how it can support corporate social responsibility","authors":"Xudong Zhuang, Yu Wu","doi":"10.1108/jbs-05-2023-0089","DOIUrl":"https://doi.org/10.1108/jbs-05-2023-0089","url":null,"abstract":"Purpose The purpose of this paper is to explore the impact of ChatGPT on the development of corporate social responsibility (CSR). Design/methodology/approach Based on the current applications of ChatGPT in enterprises and existing challenges in CSR, the paper analyzes how the tool promotes corporate sustainable development and what potential risks and challenges are in the practical application. Findings This paper finds that ChatGPT can promote the development of CSR from four aspects: to support social responsibility activities, to strengthen internal control, to promote external supervision and to convey the notion of sustainability and other corporate philosophies for enterprises. Practical implications This paper provides the ground for applying ChatGPT to CSR and includes the potential risks and challenges of the practical applications that enterprises can use for reference. Social implications ChatGPT is becoming increasingly popular and mature, but its applications and effectiveness are less mentioned in CSR. In the future, the research in this area needs to be further advanced. Originality/value This paper makes contributions to the link between ChatGPT and CSR. To the best of the authors’ knowledge, this is one of the first studies that explore the applications, impacts, challenges and opportunities of the technology in the area of social responsibility.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"16 7","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134991663","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":"Leadership: emotional and spiritual intelligence in the mix","authors":"Carri Reisdorf, Meghan Murray","doi":"10.1108/jbs-08-2023-0160","DOIUrl":"https://doi.org/10.1108/jbs-08-2023-0160","url":null,"abstract":"Purpose One critical aspect of strong leadership communication is developing emotional (EQ) and spiritual intelligences (SQ). EQ helps individuals be more empathetic and effective, while SQ promotes an understanding of impacts beyond oneself. This paper aims to explore the relationship between leadership communication and EQ and SQ. Corporations can leverage leaders with high EQ and SQ and/or provide EQ/SQ training to employees. Design/methodology/approach Using critical review and integration, the authors consolidate existing literature and best practices to explore, develop and propose strategies for integrating EQ and SQ into the workplace. Findings Building upon existing theory and literature, the authors present a model of understanding both EQ and SQ. A generalized four-step process is presented for building EQ/SQ capabilities within the firm. Originality/value This study explores the synergy between an employee’s leadership skills and the ability to exhibit EQ and SQ. This research can provide corporations with tangible and targeted ways to enhance their EQ and SQ in their leaders. Firms can improve leveraging individuals with high SQ, in addition to providing SQ training to employees to improve individuals’ SQ.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"77 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135221926","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":"Design at the intersection between culture and innovation","authors":"Eric Dahlin, Rachel Sumsion","doi":"10.1108/jbs-07-2023-0144","DOIUrl":"https://doi.org/10.1108/jbs-07-2023-0144","url":null,"abstract":"Purpose Narratives underscoring the necessity of innovation for success are pervasive. Yet, many new products fail or fail to produce their intended impacts. Conventional views typically promote the functional view of innovation, which focuses on identifying and meeting customer needs. The authors argue, however, that culture is an overlooked explanation of innovation success. Design/methodology/approach This study uses a conceptual approach, grounded in cultural sociology, to illustrate the ways in which innovation success is influenced by cultural beliefs. Accordingly, this study develops a cultural view of innovation and compare it with the functional view. Findings This study shows that novel products are successful to the extent their meanings and value resonate with relevant stakeholders. Not only does culture matter, but customers’ needs are often shaped by cultural values in the first place. Research limitations/implications More systematic qualitative and quantitative research is needed to better understand the best processes for incorporating cultural beliefs into product features. Practical implications In addition to customer needs, innovators should include cultural beliefs as design requirements to ensure the product resonates with the values and everyday practices of users. One way to do this is by implementing the productive method, which provides the resources for the relevant potential users to design the product themselves. Originality/value It is not always enough to learn and solicit feedback from potential users. To fully understand the obstacles that may inhibit innovation, this study advocates for providing potential users, local engineers and other relevant stakeholders the autonomy to design, manufacture, market and distribute the product.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135219588","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":"Employees as decision-makers: coordinating empowerment at all levels","authors":"Klavdia Markelova Evans, Ashley Salaiz, Rob Austin McKee","doi":"10.1108/jbs-07-2023-0138","DOIUrl":"https://doi.org/10.1108/jbs-07-2023-0138","url":null,"abstract":"Purpose This paper aims to address an important question of what makes companies succeed or not in their attempt to empower employees. As this study answers this question, the arguments suggest that coordination is essential to creation of employee empowerment climate in organizations. Design/methodology/approach This is conceptual paper rooted in extensive research on both – empowerment (culture, climate and organizational structure) and coordination (formal and informal). Findings To help managers to be effective in their roles, this study presents four insights to creating empowerment climate. The arguments conclude that coordination provides a vessel for successful realization of empowerment. Specifically, only informal coordination (vs formal) will fully realize empowerment’s benefits. Given that the topic of empowerment is highly germane to managers in today’s context of the increasing number of employees working remotely, this work presents an important and actionable advance for managers. Originality/value This study represents original research that has not been published and is not currently under review at any other journal.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"64 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135565735","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 magic number: three women on the board","authors":"Ashley Salaiz, Leon Faifman","doi":"10.1108/jbs-08-2023-0159","DOIUrl":"https://doi.org/10.1108/jbs-08-2023-0159","url":null,"abstract":"Purpose This study aims to unpack the progress of board gender diversity among the 3,000 largest US listed firms by market capitalization (i.e. Russell 3000 Index). This study extrapolates four classifications of firms based on the number of women in the boardroom: zero women, one or two women, three plus women and gender balanced. The purpose of this study is to examine where progress has and has not been made, why firms plateau and an agenda for the future. Design/methodology/approach This study first provides a summative overview of the literature on the benefits of board gender diversity. It then examines progress according to the four classifications, each of which have theoretical underpinnings for whether or not firms can reap the strategic benefits of gender-diverse boardrooms. Findings Several indices of US publicly traded companies now have women holding between 30% and 33% of the seats in the boardroom. By examining the spread of women on boards according to the four classifications, this study extrapolates three key insights: firms experiencing tokenism (i.e. one or two women in the boardroom) do not have enough women to reap the strategic benefits of diverse boardrooms; firms that have reached a critical mass (three women in the boardroom) are at an impasse and may risk plateauing; and gender-balanced firms are elevated to the status of being role models for other firms. Calls for action and associated action plans accompany these insights. Practical implications This study reminds managers and directors of the strategic benefits of gender-diverse boards and offers three critical insights that boards can use to classify what stage they are at on the path toward board gender equality. Based on their classification, calls for action and action plans offer guidance to firms. Originality/value This study shifts away from focusing on the average percentage of board seats held by women across all firms and offers new insights on the progress that firms have made according to the number of women in their boardroom.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135805066","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":"A retailing dilemma: sell only in-person or go multiple channel and digital?","authors":"Isabelle Collin-Lachaud, Guillaume Do Vale, Jonathan Reynolds, Richard Cuthbertson","doi":"10.1108/jbs-07-2023-0149","DOIUrl":"https://doi.org/10.1108/jbs-07-2023-0149","url":null,"abstract":"Purpose Digitalization and multi-channel strategy have appeared as recurrent themes in retailing for years, yet some major international as well as domestic mass retailers have chosen to retain a single, physical channel focus for customer transactions. These retailers, despite the digital mindset preoccupying the retailing sector, have chosen to rely fully, or predominantly, on their stores to generate revenues. A number of questions arise from this approach. This paper aims to understand the rationale for marketing and strategic practices which appear to go against the dominant, strongly digitally oriented, discourses and practices in the field of retailing. Why do some retailers choose not to add a digital transactional channel? Are there defensible reasons for this choice? Can such a strategy successfully create value? Design/methodology/approach This research is based on a qualitative, multiple case study of the strategies adopted by Primark (fashion) and Aldi (food), two major retailers that retain a largely single-channel transaction focus, in France and the UK. Findings This research suggests that some retailers may still be able to succeed by maintaining a single-transactional physical channel to avoid a cost trap which extensive moves towards digitalization of transactions might mean for them. In such circumstances, refusing to adopt a digital value proposition may be a means of preserving the success of their original business model. Originality/value Despite the weight of academic and practitioner discourses on the urge to undertake digital transformation, this work provides a comprehensive illustration of the rationale for sticking to a single physical channel to preserve the profitability of a traditional store-based business model.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"119 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135805072","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":"At the crossroads: generative AI and corporate risk management","authors":"Peter Buell Hirsch","doi":"10.1108/jbs-09-2023-0196","DOIUrl":"https://doi.org/10.1108/jbs-09-2023-0196","url":null,"abstract":"Purpose This study aims to identify the risks to corporate reputation presented by deepfakes and how to manage them. Design/methodology/approach The approach involves a review of the current literature on deepfakes across different sectors to create a clear picture of the risks that deepfakes entail and how best to deal with them. Findings While deepfakes are still mostly easily detectable, their sophistication increases daily, and corporations need both technology and culture shifts to deal with this evolving threat. Originality/value While deepfakes have been the subject of intense interest, to the best of the author’s knowledge, this is the first attempt to look at the problem from the perspective of corporate enterprise risk.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"287 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135963634","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":"Not the usual project management: a better way to prepare for major disruptions","authors":"Te Wu, Huy Will Nguyen, Young Hoon Jung, Isabelle Yi Ren","doi":"10.1108/jbs-05-2023-0108","DOIUrl":"https://doi.org/10.1108/jbs-05-2023-0108","url":null,"abstract":"Purpose Organizations have always faced the possibility of disruptions. Traditional approaches, such as shifting risks through insurance or improving organizational resiliency, view disruptions as threats. This study aims to propose a new perspective where disruptions can also be opportunities. By adopting project portfolio management (PPM), organizations can develop proactive capabilities to manage uncertainty and prepare to exploit future disruptions. Design/methodology/approach Drawing on publicly available research reports, company reports, professional standards and press reports, this study describes key features of PPM and provides detailed practical guidance on how to apply PPM in daily operations, especially in preparation for the next disruption. Findings The key steps in applying PPM in daily operations are: align portfolios and projects with strategic goals and objectives; establish a robust governance framework; optimize resource capability and capacity; build and implement appropriate implementation methodologies; continuously monitor, review and optimize the project portfolio; and develop a culture that embraces risks, innovation and adaptability. Research limitations/implications This research has several limitations and implications. On limitations, the study was constrained by publicly available data, an in-depth interview with a consulting firm and a survey based on convenient sampling. These limitations will impact the generalizability of the findings. On implications, this paper shows how organizations can prepare for future disruptions by applying PPM. There are other ways to prepare for the unpredictable future, and further research is needed to explore other methods. Practical implications The results of this study have important practical implications for all organizations and in all sectors. Major disruptions are matters of “when,” not “how,” and responsible organizations need to pay attention. Based on the PPM discipline, this research provides an approach for business executives and project management practitioners to tackle this challenge. Furthermore, portfolio managers should use this information to promote and advocate for more disciplined planning to confront the uncertain future. Social implications The findings of this paper carry important social implications. As the recent events showed the vastness of disruptions, from extreme heat to fires in Maui, sitting idly and waiting passively for an unpredictable future is not an option. This paper advocates the need for more awareness and preparation for future disruption by applying PPM. Furthermore, this research provides concrete guidelines for organizations and practitioners to consider as they confront the unknown. Additional research should investigate other effective strategies to meet the challenges of an uncertain and volatile future. Originality/value This study offers practical steps on how organizations may manage not only to survive but also to thrive in","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135044248","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":"Alliance or joint venture? Decisions on autonomy versus dependence","authors":"Anne-Sophie Thelisson","doi":"10.1108/jbs-05-2023-0087","DOIUrl":"https://doi.org/10.1108/jbs-05-2023-0087","url":null,"abstract":"Purpose Strategic alliances play a key role in a company’s growth strategy. They are an alternative to the organic option of creating a new company from scratch and a less risky option than conducting a merger or an acquisition. For five years, most recently in 2022, the results of PwC’s 22nd Annual CEO Survey have shown that 40% of U.S. CEOs plan to enter into a new strategic alliance or joint venture to boost their company’s growth or profitability in the coming year. These operations demand a high level of trust, collaboration and equitable risk-sharing, as well as autonomy granted to both firms. Through an in-depth case study, this study aims to reveal how an alliance was formed between two companies, navigating between entrepreneurial experience and the co-construction of a network to share a technological tool. Design/methodology/approach The author conducted several interviews with one of the founders of Beta France, and the author had access to a large amount of information on the launch of the entrepreneurial project. Findings The author presents the reasons for Beta France to join a network of alliances rather than entering into a joint venture. In doing so, the author emphasizes the importance of independence between actors as a key element triggering innovation. Originality/value This study points out how a fintech startup opens up perspectives for new digital market participants. The author lists the risks that CEOs joining an alliance must be aware of, and the author details how to avoid falling into an asymmetrical alliance by keeping a center of expertise that cannot be duplicated by other partners.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135044372","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":"A shared corporate vision: staff and senior management collaborate for market dominance at a large Saudi hotel","authors":"Stefano Borzillo, Salem Alshahrani","doi":"10.1108/jbs-07-2023-0148","DOIUrl":"https://doi.org/10.1108/jbs-07-2023-0148","url":null,"abstract":"Purpose The purpose of this study is to uncover the essential conditions for establishing a successful collaboration between the Fairmont Hotel (Makkah) staff and the senior management team to prepare for cocreating a future shared corporate vision. Design/methodology/approach This study is an action research project involving senior managers of the Fairmont Hotel (Makkah) and EHL Hospitality Business School (Lausanne, Switzerland). Data were collected from 16 hotel staff members, covering functional/department managers, team leaders, operations supervisors and operational-level employees. Findings This study uncovered a series of generic proposals made by the hotel staff, which are prerequisites/conditions for successful collaboration with senior management, to prepare for cocreating a future shared vision. Practical implications In response to the staff’s generic proposals, the senior management team proposed practical measures to support continued collaboration between hotel staff and the senior management team. These measures aim to maintain a collaborative approach centered on achieving future common goals and a shared vision to promote sustainable innovation in the services of the Fairmont Hotel (Makkah). Originality/value This study is innovative in two respects. First, it demonstrates a strong willingness on the part of senior management and staff to collaborate less vertically, contrary to the cultural norm in Saudi Arabia, known for its strong hierarchical distance. Second, the mutual commitment to more horizontal collaboration is not typical of five-star hotels, which are traditionally vertical and hierarchical.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"74 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135477817","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}