Ben Iaquinto, Ray Ison and Robert Faggian
This paper seeks to scope the nature and form of practices, understandings and institutional arrangements that might contribute to the successful “design” and continuity of…
Abstract
Purpose
This paper seeks to scope the nature and form of practices, understandings and institutional arrangements that might contribute to the successful “design” and continuity of Communities of Practice (CoP) in a state government department in Australia. The study aims to provide research evidence to support the design and establishment of a CoP based on systems thinking within this department.
Design/methodology/approach
A total of 13 semi‐structured interviews were undertaken involving 14 informants. The interviewer also attended one CoP meeting. An emergent approach to research design was adopted with data analysis guided by previous studies on CoPs.
Findings
The research revealed the existence of six CoPs that were purposefully created internally by the department. Six “design” and practice considerations were suggested for practitioners aiming to create and sustain successful CoPs.
Research limitations/implications
Interview material was the only source of primary data and it was gathered from one organisation only – a state government department in Australia. Findings indicate that the role of the CoP coordinator is still not fully understood.
Practical implications
The results from this study can be used in re‐designing a systems thinking CoP to support systems thinking within the department. The study also revealed that purposefully designing CoPs is possible and useful for practitioners aiming to collaborate and share expertise across disciplinary and divisional boundaries.
Originality/value
This study provides some guidance for the purposeful design of CoPs, which has been under‐examined in the literature.
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Consistent with the board of directors and top executive management’s role in ensuring and promoting investments for economic development, this paper aims to examine Omani…
Abstract
Purpose
Consistent with the board of directors and top executive management’s role in ensuring and promoting investments for economic development, this paper aims to examine Omani executive management’s role in helping goals achievement in firms. This paper examines the relationships among the study variables, which are top executive management characteristics and corporate performance in the context of Omani listed firms, with the help of two control variables.
Design/methodology/approach
The study focused on a unique context, a developing nation, Oman and its exchange market for the past seven years (2011-2017). In addition, the data were collected from annual report according to board of directors and top executive management variables, and the financial data were obtained from DataStream. The study used the panel data approach to test the relationships characteristics of board of directors, top executive management and corporate performance.
Findings
Based on the obtained results, showed positive and significant positive relationships between some characteristics of top executive management and corporate performance, and significant negative relationships between others and the same. Specifically, board size, non-executive directors, general experience and account experience were in the former category, while board meeting was in the latter category. Finally, size and professional certificate of top executive management did not have a significant relationship with corporate performance.
Research limitations/implications
This study, like previous studies has some limitations such as sample, country, variables and years; therefore, at the end of this study, many limitations and suggestions for future research studies are provided. Moreover, the study findings can be used by the market to assist managers to enhance corporate weaknesses.
Originality/value
The focus of the study was placed on the top executive management and corporate governance of Omani listed firms that has implications for practitioners particularly concerning the top executive management role. Added to this, the study conducted an investigation of the integration between board of directors and top executive management, with corporate governance among Omani listed firms. The study also provided information that has implications to academics when it comes to board of directors and top executive management strategies to encourage consideration of the relationship to develop best practices.
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Mauro Sciarelli, Giovanni C. Landi, Lorenzo Turriziani and Anna Prisco
This research focuses on the relationship between Top Management Team heterogeneity (TMT) and University Spin-Offs (USOs) economic performance according to a micro-foundational…
Abstract
Purpose
This research focuses on the relationship between Top Management Team heterogeneity (TMT) and University Spin-Offs (USOs) economic performance according to a micro-foundational perspective. The purpose consists in exploring whether a high academic representation in TMTs may improve USOs’ performance and how their competencies and backgrounds affect USOs’ economic success.
Design/methodology/approach
The authors employed data from the Italian platform Netval to identify the entire population of USOs in southern Italy. They selected both pure and hybrid spin-offs that had at least one academic member on the TMT. Applying these conditions to our sample selection, the authors came to a population of 136 firms. They applied a hierarchical regression analysis to test the hypotheses.
Findings
Our main findings reveal that the USOs’ economic performance improves with more academicians in the TMT and even in the same scientific field. Our data also shows that CEO duality has a negative impact on economic performance.
Originality/value
This work takes for the first time a micro-foundational perspective to analyze individual-level factors that affect USOs’ performance. The authors tried to bridge a research gap in the USO literature, shedding light on the relationship between TMT composition and new venture performance, considering some significant interactions between team members. Our expected findings also contribute to the general literature on entrepreneurial teams in new ventures and suggest a means to reconcile some inconsistent literature results on TMT heterogeneity and USO performance.
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Silvio Borrero, Alejandro Acosta and Aida F. Medina
This article explores how strategy formulation affects firm performance to determine whether rational/analytical strategy formulation is more effective than emergent/reflexive…
Abstract
Purpose
This article explores how strategy formulation affects firm performance to determine whether rational/analytical strategy formulation is more effective than emergent/reflexive strategy formulation. Additionally, the article assesses if such superiority holds for different cultural contexts.
Design/methodology/approach
Meta-analysis was performed using the Raju, Burke, Norman, and Landis (RBNL) procedure applied to a dataset of 43 empirical studies reporting 54 effect sizes on strategy–performance relationships.
Findings
Implementing a formal strategy formulation process positively relates to firm performance. Rational/analytical formulation approaches are more effective than emergent/reflexive approaches in enhancing firm performance, especially for cultures with low future orientation, high uncertainty avoidance, and high power distance.
Research limitations/implications
The reduced number of published empirical studies limited the scope and generalizability of the results across countries, industries, or firms. This limitation might be especially true for Latin American firms given the absence of relevant studies in this region. Another potential limitation is related to the distinction between strategy formulation and strategy implementation. Given the empirical nature of the studies meta-analyzed, strategic tools are used as a proxy to determine the formulation approach.
Practical implications
Firms that operate in short-term oriented, uncertainty-avoiding, and elitist cultures should favor implementing rational/analytical strategy formulation techniques rather than emergent/reflexive approaches. Although prescriptive recommendations are limited by the lack of studies in Latin America, firms in this region would seem to be better off using rational/analytical strategy formulation approaches.
Originality/value
These findings provide a partial explanation for the varying results yielded by strategy formulation and suggest cultural contexts in which rational/analytical strategy formulation should be more effective than emergent/reflexive approaches.
Propósito
Este artículo explora cómo la formulación de la estrategia afecta el desempeño de la empresa y busca determinar si la formulación de la estrategia racional / analítica es más efectiva que la formulación de la estrategia emergente / reflexiva. Además, el artículo evalúa si dicha superioridad es válida para diferentes contextos culturales.
Diseño/Metodología/aproximación
El metaanálisis se realizó aplicando el procedimiento de Raju, Burke, Norman y Landis (RBNL) a un conjunto de datos de 43 estudios empíricos que reportaron un total de 54 tamaños de efecto sobre las relaciones estrategia-rendimiento.
Resultados
La implementación de un proceso formal de formulación de estrategias se relaciona positivamente con el desempeño de la empresa. Los enfoques de formulación racional / analítica son más efectivos que los enfoques emergentes / reflexivos para mejorar el rendimiento de la empresa, especialmente para culturas con baja orientación al largo plazo, alta evitación de incertidumbre y alta distancia al poder.
Limitaciones/Implicaciones de la investigación
El reducido número de estudios empíricos publicados limitó el alcance y la generalización de los resultados entre países, industrias o empresas. Esta limitación podría afectar especialmente a las empresas latinoamericanas dada la ausencia de estudios relevantes en esta región. Otra limitación potencial está relacionada con la distinción entre la formulación y la implementación de la estrategia. Dada la naturaleza empírica de los estudios meta analizados, las herramientas estratégicas se utilizan como proxy para determinar el enfoque de formulación.
Implicaciones prácticas
las empresas que operan en culturas orientadas al corto plazo, que evitan la incertidumbre y que muestran alta distancia al poder deberían favorecer la implementación de técnicas de formulación de estrategias racionales / analíticas en lugar de enfoques emergentes / reflexivos. Aunque las recomendaciones prescriptivas están limitadas por la falta de estudios en América Latina, las empresas en esta región parecen estar mejor utilizando enfoques de formulación de estrategias racionales / analíticas.
Originalidad/valor
estos resultados proporcionan una explicación parcial de los resultados variados producidos por la formulación de la estrategia y sugieren contextos culturales en los que la formulación de la estrategia racional / analítica debería ser más efectiva que los enfoques emergentes / reflexivos.