Robert C. Moussetis, Ali Abu Rahma and George Nakos
This paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic posture and…
Abstract
This paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic posture and secondly a cultural profile for the top management of the research domain. The strategic posture suggested the readiness for strategic response from managers. The degree of readiness was correlated with the constructed cultural profile of the managers and financial performance of the banks. The study found significant relationships between certain national cultural strategic characteristics, (risk propensity, time orientation, and openness to change, uncertainty avoidance and managerial perception of control over the environment) strategic behavior and financial performance.
Details
Keywords
George E. Nakos, Keith Brouthers and Robert Moussetis
The international economic trade environment has been transformed in recent years by the rise of several regional trade blocks. The most important of these regional trade…
Abstract
The international economic trade environment has been transformed in recent years by the rise of several regional trade blocks. The most important of these regional trade associations has been the European Union. Many Eastern European countries are currently applying to join this regional group, hoping that it will help their future economic growth. This paper examines the trade impact of EU membership on Portugal, a country that joined the EU in 1986. Portugal experienced significant positive and negative changes in its trade flows in the years following its EU entry. The analysis of the trade data for the first seven years following Portugal's accession shows a deterioration of the Portuguese trade deficit and a vary rapid re‐direction of Portuguese trade towards EU countries.
The purpose of this paper is to revisit Igor Ansoff's work and how it interfaces with the various schools of strategic management.
Abstract
Purpose
The purpose of this paper is to revisit Igor Ansoff's work and how it interfaces with the various schools of strategic management.
Design/methodology/approach
Ansoff's work of 40 years is reviewed and related to other schools of thought in strategic management.
Findings
Ansoff's work is much more comprehensive than the literature suggests. His later work (after 1990) is largely unnoticed by academics, nevertheless, it is the empirical findings of his theoretical postulations. Moreover, his work interfaces with virtually all schools of thought in strategic management.
Research limitations/implications
It will provide a broader view of Ansoff's work and perhaps trigger additional research as a result of his later work. Most researchers continue to associate Ansoff with his early thoughts.
Practical implications
Ansoff's work has found wide applications in a variety of industries. His work was mostly with industries that used his propositions in order to better strategies.
Social implications
Ansoff's later research and empirical findings could provide a launchpad for re‐examining the method by which organizations assess their environment, strategic behaviour, and internal capability. Therefore, organizations may have an alternative method to develop strategy.
Originality/value
This is the first attempt to provide a historical view of Ansoff's work and perhaps his timeliness. The recent economic crisis only further supports Ansoff's basic position that companies must create custom strategies to fit their environment, culture, and capabilities.
Details
Keywords
Richard W. Puyt, Finn Birger Lie and Dag Øivind Madsen
The purpose of this study is to revisit the conventional wisdom about a key contribution [i.e. strengths, weaknesses, opportunities, threats (SWOT) analysis] in the field of…
Abstract
Purpose
The purpose of this study is to revisit the conventional wisdom about a key contribution [i.e. strengths, weaknesses, opportunities, threats (SWOT) analysis] in the field of strategic management. The societal context and the role of academics, consultants and executives is taken into account in the emergence of SWOT analysis during the 1960–1980 period as a pivotal development within the broader context of the satisfactory, opportunities, faults, threats (SOFT) approach. The authors report on both the content and the approach, so that other scholars seeking to invigorate indigenous theories and/or underreported strategy practices will thrive.
Design/methodology/approach
Applying a historiographic approach, the authors introduce an evidence-based methodology for interpreting historical sources. This methodology incorporates source criticism, triangulation and hermeneutical interpretation, drawing upon insights from robust evidence through three iterative stages.
Findings
The underreporting of the SOFT approach/SWOT analysis can be attributed to several factors, including strategy tools being integrated into planning frameworks rather than being published as standalone materials; restricted circulation of crucial long-range planning service/theory and practice of planning reports due to copyright limitations; restricted access to the Stanford Research Institute Planning Library in California; and the enduring popularity of SOFT and SWOT variations, driven in part by their memorable acronyms.
Originality
In the spirit of a renaissance in strategic planning research, the authors unveil novel theoretical and social connections in the emergence of SWOT analysis by combining evidence from both theory and practice and delving into previously unexplored areas.
Research implications
Caution is advised for scholars who examine the discrete time frame of 1960–1980 through mere bibliometric techniques. This study underscores the risks associated with gathering incomplete and/or inaccurate data, emphasizing the importance of triangulating evidence beyond scholarly databases. The paradigm shift of strategic management research due to the advent of large language models poses new challenges and the risk of conserving and perpetuating academic urban legends, myths and lies if training data is not adequately curated.