Journal of Business Strategy最新文献

{"title":"Flexible work systems: preparing employees for the new normal","authors":"J. Seo, E. E. Kim","doi":"10.1108/jbs-10-2022-0175","DOIUrl":"https://doi.org/10.1108/jbs-10-2022-0175","url":null,"abstract":"\u0000Purpose\u0000This paper aims to provide a comprehensive overview of the challenges and employee development strategies for executives and managers when managing flexible work systems.\u0000\u0000\u0000Design/methodology/approach\u0000The paper takes an employee development perspective to discuss management strategies of flexible work systems. Research findings on the effects of work flexibility through flexible work systems, the challenges and the development strategies that executives and managers can use were reviewed from multi-level perspectives.\u0000\u0000\u0000Findings\u0000The flexible work system is the new normal in the workplace. Lack of social and face-to-face interactions reduces employees’ social learning, jeopardizing managerial justice and weakening the culture. To remain competitive and retain talented employees, executives should reexamine their current employee development strategies and implement new strategies that fit the characteristics of flexible work systems.\u0000\u0000\u0000Originality/value\u0000To the best of the authors’ knowledge, this is the first comprehensive review of employee development strategies for flexible working arrangements. The paper provides practical guidelines and insights for executives and leaders managing employees under various flexible work systems.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41967099","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":"Overconfident executives: do they wreak havoc or inspire the troops?","authors":"S. Schneck, Julia Hautz","doi":"10.1108/jbs-11-2022-0193","DOIUrl":"https://doi.org/10.1108/jbs-11-2022-0193","url":null,"abstract":"\u0000Purpose\u0000This study aims to explain the cognitive bias of overconfidence and portray the different ways in which overconfident top managers may affect firm outcomes. This paper outlines their opportunities and risks and how these managers are surrounded by contextual factors.\u0000\u0000\u0000Design/methodology/approach\u0000This study draws on a systematic overview of the current literature on senior executives' overconfidence and empirical studies investigating its impact on strategic outcomes.\u0000\u0000\u0000Findings\u0000This study identifies the opportunities and risks of overconfident top managers in firms and considers the contextual factors that influence firm outcomes. The results provide three important managerial implications for interactions with overly confident top managers.\u0000\u0000\u0000Practical implications\u0000These findings help us understand top managers' overconfidence. Organizations receive guidance on how to constrain inappropriately confident top managers who are detrimental to their businesses.\u0000\u0000\u0000Originality/value\u0000This study contributes to a better understanding of overconfidence among top managers, illustrates associated opportunities and risks and provides recommendations for controlling and dealing with top managers characterized by this cognitive bias.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43976152","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 leopard’s spots: changing change management","authors":"P. Hirsch","doi":"10.1108/jbs-03-2023-0056","DOIUrl":"https://doi.org/10.1108/jbs-03-2023-0056","url":null,"abstract":"\u0000Purpose\u0000This study aims to discuss the tension between the almost universal existence of ongoing change management initiatives, the speed of C Suite transitions and the shrinking of middle management.\u0000\u0000\u0000Design/methodology/approach\u0000This viewpoint looks at coverage of change management initiatives and the statistics on management transitions across different industries.\u0000\u0000\u0000Findings\u0000The review of the data suggests that the increase in change management initiatives set against senior management instability and the shrinkage in middle management is leading to diminishing returns. The author suggests that increasing stability and consistency in core areas is becoming more important to corporate financial success.\u0000\u0000\u0000Originality/value\u0000While change management has been extensively studied, little attention has been paid to the juxtaposition of these initiatives with senior management fluidity and shrinking middle management resources.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44175008","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":"Effective integration of artificial intelligence: key axes for business strategy","authors":"Josep Alet","doi":"10.1108/jbs-01-2023-0005","DOIUrl":"https://doi.org/10.1108/jbs-01-2023-0005","url":null,"abstract":"\u0000Purpose\u0000This paper aims to explore the dimensions that foster the effectiveness of artificial intelligence (AI) within a business strategy.\u0000\u0000\u0000Design/methodology/approach\u0000The paper reviews recent contributions to AI and business success and identifies the key pillars that support the achievement of good results.\u0000\u0000\u0000Findings\u0000The paper proposes that there are four critical dimensions for developing an effective business strategy with AI. This research finds that AI has the potential to drive significant development when it is leveraged along four main axes: a focused strategy for AI, knowledge of the customers, effective interactions with customers and effective implementation of AI. These four dimensions are essential for nurturing the critical dimensions of AI that enable successful integration with the business strategy. To achieve this integration, the business strategy must take advantage of the insights and capabilities provided by AI while also understanding and deeply knowing the customers through effective interactions with them. The development is structured in an organizational alignment where AI helps employees and learns from them. By continuously learning from the exploitation of knowledge and big data, the organization can enrich its use of AI.\u0000\u0000\u0000Research limitations/implications\u0000The paper identifies four pillars of AI integration with the development of business strategy as areas for further empirical analysis by business researchers.\u0000\u0000\u0000Practical implications\u0000This paper offers strategies for managers and professionals to effectively integrate AI into business strategy.\u0000\u0000\u0000Originality/value\u0000The authors provide a novel perspective on using AI in business strategy by identifying four key axes of success in the current business landscape.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43345307","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":"When the hierarchy folds: how employees may react","authors":"Bertrand Audrin, Stefano Borzillo, S. Raub","doi":"10.1108/jbs-12-2022-0221","DOIUrl":"https://doi.org/10.1108/jbs-12-2022-0221","url":null,"abstract":"\u0000Purpose\u0000This paper aims to uncover how employees make sense of the implementation of holacracy in their organization.\u0000\u0000\u0000Design/methodology/approach\u0000Our research is based on a case study of a Swiss SME (of 160 employees) that is about to implement a holacratic mode of governance. Data was collected using questionnaires (completed by 57 employees) and 12 interviews.\u0000\u0000\u0000Findings\u0000At the level of individual, team and organization, driving forces toward implementing holacracy are stronger than restraining forces.\u0000\u0000\u0000Practical implications\u0000Implementing holacracy requires careful planning, detailed communications, strong support and training of employees by managers to ensure that they are less fearful of holacracy’s structures and more positive and understanding of its benefits.\u0000\u0000\u0000Originality/value\u0000This study contributes to a better understanding of holacracy and employees’ sensemaking of the added value of this unconventional structure.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47640672","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 planning: how it helped to resolve conflict in a new international joint venture","authors":"Thomaz Wood Jr, Marco Pasturino, Miguel P Caldas","doi":"10.1108/jbs-07-2022-0131","DOIUrl":"https://doi.org/10.1108/jbs-07-2022-0131","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to show how strategic planning can play multiple roles in the context of conflict between two controlling shareholders in a new joint venture.\u0000\u0000\u0000Design/methodology/approach\u0000This study conducted a five-year qualitative case study of a large financial services joint venture co-owned by a Latin American state bank and a European financial company.\u0000\u0000\u0000Findings\u0000The authors found that over time, budgeting and strategic planning had intertwining use to guide strategic decisions, but unexpectedly, strategic planning eventually developed three distinct roles beyond the merely functional, as it also contributed to complex symbolic and political functions.\u0000\u0000\u0000Originality/value\u0000This study provides guidance on considering different roles taken by strategic planning, as a utilitarian practice, as a symbolic narrative and as a conflict-mediating routine.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48902237","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 light at the end of the tunnel: marketing to seniors","authors":"P. Hirsch","doi":"10.1108/jbs-02-2023-0019","DOIUrl":"https://doi.org/10.1108/jbs-02-2023-0019","url":null,"abstract":"\u0000Purpose\u0000This paper aims to address the continuing absence of older individuals portrayed across the advertising spectrum.\u0000\u0000\u0000Design/methodology/approach\u0000A selective citation of research about seniors as a powerful wealth segment and growing demographic contrasted with their almost complete absence from any advertising/marketing other than for products for the “aged.”\u0000\u0000\u0000Findings\u0000The research clearly demonstrates that older people are active buyers of consumer products, especially digital products and that stereotypes about the behaviors and opinions of classic generational cohorts are invalid.\u0000\u0000\u0000Research limitations/implications\u0000This viewpoint is based on selective citations from the relevant literature and makes no claim to being a comprehensive review.\u0000\u0000\u0000Practical implications\u0000If the recommendations suggested in the viewpoint are adopted, people should see more older people depicted sensitively in a wider range of product categories from cell phones to detergent.\u0000\u0000\u0000Social implications\u0000If the viewpoints expressed in the article being widely known and understood, people should see a reduction in the careless stereotyping of Boomers, Millennials and other cohorts, leading to greater empathy and understanding.\u0000\u0000\u0000Originality/value\u0000The viewpoint brings together many disparate threads around marketing to seniors and generational cohort stereotyping in a way that has not been done before, to the best of the author’s knowledge.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45885442","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 rivalry trap – plant-based foods as transformers and destroyers","authors":"Charles J. McMillan","doi":"10.1108/jbs-06-2022-0102","DOIUrl":"https://doi.org/10.1108/jbs-06-2022-0102","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper, applying concepts in the plant-based food sector, is a focus on the competitive rival trap for startup firms, with their initial advantage for under-served market segments, only to be overtaken by scale, speed, and brands of incumbent brand firms. As a case study of industry transformation, the food production sector illustrates how organizational innovation brings new forms of rivalry, from the farm gate to the kitchen plate. As a result, startups face a rivalry trap, if unable to scale quickly, as incumbents reframe their strategic response with startup acquisitions, corporate incubators or alliance partnerships consumer demand.\u0000\u0000\u0000Design/methodology/approach\u0000This paper outlines the features of precision agriculture, a new paradigm for agriculture and food production, requiring new competences and skillsets in the protein revolution, including issues like virus, bacteria and the molecular structure of food groups, animal breeding and veterinary medicine. Plant-based foods is used as a case study for startups and the rivalry trap.\u0000\u0000\u0000Findings\u0000The emergence of plant-based foods is a case study of market opportunity and creative destruction, where the potential market varies from $25bn to $72bn, and growing faster in the dairy sector. However, food incumbents bring new strategic responses and a rivalry trap, where startups must gain scale quickly in capabilities, talent and marketing prowess, often exploiting demand in market niches unimpeded by incumbent rivals.\u0000\u0000\u0000Research limitations/implications\u0000Startups in biological sciences face massive challenges to increase scale and scope, even with unique intellectual property.\u0000\u0000\u0000Practical implications\u0000Startup firms need multidisciplinary management teams with a global outlook.\u0000\u0000\u0000Social implications\u0000Plant-based foods form part of the protein revolution but face challenges of scale, cost competitiveness and taste, despite advantages for climate mitigation.\u0000\u0000\u0000Originality/value\u0000The impact of technological and science applications has blurred the traditional concept of industry boundary, with huge variations in the intangible knowledge component in their core activities and capabilities. Underlying variations imply that not all industries have similar supply demand conditions, with variations in input costs, capital intensity and innovation needs, with strategic implications for the rivalry trap.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44742792","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 pivoting: how organizations can shift attention whatever their size","authors":"Mark Wexler, J. Oberlander","doi":"10.1108/jbs-07-2022-0136","DOIUrl":"https://doi.org/10.1108/jbs-07-2022-0136","url":null,"abstract":"\u0000Purpose\u0000Strategic pivoting, the decision to invest in shifting the attention of an organization, is no longer limited to early-stage organizations and entrepreneurs but has, without a discussion of complications, been applied to large corporations and public agencies.\u0000\u0000\u0000Design/methodology/approach\u0000This conceptual paper defines strategic pivoting, highlights the centrality of pivoting in new and entrepreneurial organizations and critically examines its application as a strategy fostering organizational agility in corporations.\u0000\u0000\u0000Findings\u0000Pivoting in the corporate context complicates the ease of executing an attention shift by introducing a path-dependent momentum that requires modification of the time horizon, stakeholder strategy and the frequency of pivoting.\u0000\u0000\u0000Practical implications\u0000This comparative examination of pivoting highlights the importance of organizational size, complexity, degree of specialization and path-dependent history when deciding to pivot.\u0000\u0000\u0000Originality/value\u0000The present ease with which the strategic pivot is treated as an adaptive strategy to corporate leaders seeking greater flexibility overstates the ease of execution.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47874450","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 social media industry: where is it heading?","authors":"Yanli Zhang, Huy Will Nguyen, Younghoon Jung, Isabelle Yi Ren","doi":"10.1108/jbs-12-2022-0209","DOIUrl":"https://doi.org/10.1108/jbs-12-2022-0209","url":null,"abstract":"\u0000Purpose\u0000The social media industry has entered a new stage with intensifying competition and heightened uncertainty about future directions. The purpose of this paper is to provide analyses of the current challenges and to identify industry-wide trends that may offer a roadmap for the future.\u0000\u0000\u0000Design/methodology/approach\u0000Drawing on publicly available key performance metrics, company reports and press reports, this paper offers critical analyses of the challenges facing the major social media platforms and new trends in the social media industry.\u0000\u0000\u0000Findings\u0000This study identified five major trends in the current social media industry: 1) content is king, and that content is moving to visual; 2) artificial intelligence is key to competitive advantage; 3) network effects still matter, but business model innovation can overcome that barrier; 4) the need to broaden revenue sources; and 5) the strive for the everything app. In this changing environment, social media companies need to adapt and innovate their business models proactively to stay ahead.\u0000\u0000\u0000Originality/value\u0000This paper not only sheds light on the current challenges of individual social media platforms but also identifies industry-wide trends that may apply across all platforms. Taken together, these insights paint a comprehensive picture of the current industry landscape, as well as offer clues about its future directions.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41744537","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}