Query: Strategic Management

title: Strategic Management Theory An Integrated Approach
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title: Exploring the integration of corporate sustainability into strategic management: a literature review
abstract: The commitment of companies to corporate sustainability has been frequently discussed in theory and practice. Such a commitment to corporate sustainability demands a strategic approach to ensure that corporate sustainability is an integrated part of the business strategy and processes. Therefore, this article is aimed at exploring the integration of corporate sustainability into strategic management, providing a framework of interrelated issues based on the existing literature in this research field. A literature review of 114 peer reviewed scientific journal articles, including a content analysis, was conducted. The literature review revealed that: (1) the number of related publications on the topic has been growing throughout the last few years; (2) the explored research field has been mainly grounded on traditional strategic management research, but has also been enriched by interdisciplinary know how from a corporate sustainability perspective; and (3) there is a need to foster empirical research in this research field. While the concept of corporate sustainability arises in several areas of research, a common or unifying basis, as well as the identification of issues that influence the integration into strategic management, has failed. The review outlined the issues most commonly addressed and helped to develop a framework, derived from organizational influences, internal and external drivers, and those factors supporting or hindering the integration of corporate sustainability into strategic management. The literature review provides a summary of the most important issues that emerged in this field, and provides new opportunities and challenges that need to be addressed by further research.

title: Strategic Management And Organisational Dynamics The Challenge Of Complexity To Ways Of Thinking About Organisations
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title: Using meta analytic structural equation modeling to advance strategic management research: Guidelines and an empirical illustration via the strategic leadership performance relationship
abstract: This paper demonstrates how meta analysis can be combined with structural equation modeling (MASEM) to address new questions in strategic management research. We review this integration, describe its implementation, and compare findings from bivariate meta analyses, a direct effect structural equations model, and two mediating frameworks using data on the strategic leadership and performance relationship. Results drawn from 208 articles that collectively included data on 495,638 observations demonstrate the new insights available from MASEM while also suggesting a revision to conventional thinking on strategic leadership. Whereas some theories posit that boards of directors influence firm performance through monitoring and disciplining the top management team, MASEM provides more support for the view that boards mediate the top management teams' decisions. Implications for applying MASEM in strategic management are offered

title: Applying Strategic Management Theories in Public Sector Organizations: Developing a typology
abstract: This article discusses the utility of two different strategic management theories in different types of public organizations including contemporary New Public Management based public organizations, namely Porter's strategic positioning model and the resource based view of strategy. We argue that possibilities for applying these theories vary depending on the type of public organizations involved, and are less appropriate in traditional settings but more relevant in autonomized and market like service delivery organizations. We further propose that their increased applicability depends on three specific conditions: the degree of administrative autonomy, performance based budgeting and market like competition. We give empirical examples drawn from public services in the UK and Denmark. We call for more exploration of these (and other) strategic management approaches within contemporary public services organisations but also more exploration of the limitations of these frameworks.

title: Strategy Safari The Complete Guide Through The Wilds Of Strategic Management
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title: Creating repeatable cumulative knowledge in strategic management
abstract: CREATING REPEATABLE CUMULATIVE KNOWLEDGE IN STRATEGIC MANAGEMENT: A CALL FOR A BROAD AND DEEP  Chapel Hill, North Carolina, U.S.A. 2 Strategy and Entrepreneurship, London Business School, London, U.K. 3 Department of Management and Technology, CRIOS, Bocconi University, Milan, Italy 4 Tuck School of Business, Dartmouth College, Hanover, New Hampshire, U.S.A. 5 Management Department, Rotman Business School, University of Toronto, Toronto, Ontario, Canada 6 Strategy Area, Fuqua School of Business, Duke University, Durham, North Carolina, U.S.A.

title: Using the balanced scorecard as a strategic management system
abstract: for competition that is based on information, their ability to exploit intangible assets has become far more decisive than their ability to invest in and manage physical assets. Several years ago, in recognition of this change, we introduced a concept we called the balanced scorecard. The balanced scorecard supplemented traditional fi nancial measures with criteria that measured performance from three additional perspectives those of customers, internal business processes, and learning and growth.  It therefore enabled companies to track fi nancial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they would need for future growth. The scorecard wasn't Editor's Note: In 1992, Robert S. Kaplan and David P. Norton's concept of the balanced scorecard revolutionized conventional thinking about performance metrics. By going beyond traditional measures of fi nancial performance, the concept has given a generation of managers a better understanding of how their companies are really doing. These nonfi nancial metrics are so valuable mainly because they predict future fi nancial performance rather than simply report what's already happened. This article, fi rst published in 1996, describes how the balanced scorecard can help senior managers systematically link current actions with tomorrow's goals, focusing on that place where, in the words of the authors, "the rubber meets the sky." Using the Balanced Scorecard as a Strategic Management System

title: Growth and structure of authorship and co authorship network in the strategic management realm: Evidence from the Strategic Management Journal
abstract: The main objective of this study is to investigate the intellectual structure and evolution of author collaborations from articles published in the Strategic Management Journal between 1980 and 2014. This assessment includes the general view of authorship, authorship patterns, author productivity, ranking of authors, visualization of the co authorship network, comparison of strategic management co authorship network attributes with those of other disciplines, the evolution of main components and core authors in the networks by period, discussions on whether the strategic management network fits with the small world network theory, individual network attributes such as degree centrality, Bonacich's power index, closeness centrality, and betweenness centrality. Finally, the authors provide an inclusive evaluation of the results, limitations, and suggestions for future research.

title: Financial Management Challenges In Small And Medium Sized Enterprises: A Strategic Management Approach
abstract: Due to their significant role in creation of new jobs, rise in GDP, entrepreneurship and innovation, small and medium sized enterprises (SMEs) are recognized as the the drivers of socio economic growth, both in developed and developing economies. In Turkey, 99.9 of all enterprises fall into SME category. Therefore, the significance of SMEs for Turkish economy and society is much higher in Turkey, compared to other emerging and developed countries. Small and medium sized companies are faced with a number of challenges whereas the problems arising from "poor financial management" are reported as the major causes of business failures in SMEs. Strategic financial management (SFM) which is a research area that has attracted the interest of researchers after 2010, is one of the key managerial areas of SMEs, due to its vital role on the survival, growth and performance of SMEs. The purpose of this paper is to analyze the central role of financial management and identify the financial management challenges and practices that influence the organizational performance in Turkish SMEs, from a strategic management perspective. Within the course of this paper, the importance and challenges of SMEs in Turkey are presented in the first section, while the literature on strategic and financial management in SMEs are reviewed in the second part. In the third section, the recent strategic financial management concept, the implications of strategic financial management practices for SMEs in Turkey and the relationships between strategic financial management practices and SME performance, are discussed. Small and medium sized enterprise finance in Turkey is a developing research area, therefore this paper aims to make a significant contribution to the existing literature by analyzing the major challenges at the conduct of financial management in Turkish SMEs and the influence of strategic financial management practices on the performances of small and medium sized companies in Turkey. Additionally, the conceptual framework developed is expected to be useful to academics in developing an agenda for future empirical research.