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1 – 10 of 62Shubham Dixit, Shiwangi Singh, Sanjay Dhir and Swati Dhir
This study aims to identify the antecedents of strategic thinking and its relationship with competitive advantage. Further, this study analyses the mediating effect of strategic…
Abstract
Purpose
This study aims to identify the antecedents of strategic thinking and its relationship with competitive advantage. Further, this study analyses the mediating effect of strategic thinking between its antecedents and competitive advantage.
Design/methodology/approach
A self-reported questionnaire with 51 questions was floated among 220 professionals from various industries in India. The response was analysed using the partial least squares-structural equation modelling methodology using SmartPLS software.
Findings
The direct effect of creativity, corporate culture and knowledge management are established with strategic thinking, as well as a competitive advantage. Also, the study finds a significant relationship between strategic thinking and competitive advantage. The study finds no mediation (direct effect) in the case of creativity, corporate culture and knowledge management. Further, no mediation (no relationship) is found in the case of vision.
Practical implications
Business must start adopting strategic thinking practices in their decision-making process to create a competitive advantage. Further, the influence of corporate culture, creativity and knowledge management on strategic thinking highlights their importance.
Originality/value
The study establishes the impact of antecedents of strategic thinking on competitive advantage. The study highlights the importance of other factors along with strategic thinking for achieving competitive advantage.
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Sanjay Dhir, Swati Dhir and Payel Samanta
This study aims to derive a sound definition of strategic thinking by horizontal analysis of past research and discussions with professionals.
Abstract
Purpose
This study aims to derive a sound definition of strategic thinking by horizontal analysis of past research and discussions with professionals.
Design/methodology/approach
The research design includes three broad stages: item generation, scale development and assessment of scale’s psychometric properties.
Findings
The eclectic composition cuts across vocations, religions, sex and age strengthen the flexibility of application of the scale. The resulting scale shows strong psychometric properties and is expected to be useful for academics, practitioners and organizations alike.
Research limitations/implications
The information on strategic thinking was self-reported through strategic thinking questionnaire (STQ) and is consequently at risk to be influenced by self-bias.
Practical implications
Using the scale of strategic thinking will empower strategic thinkers to draw a more extensive scope of strategies at all levels. This will additionally bring about higher-quality procedures, increased performance and greater competitive advantage.
Social implications
The study represents to be an imperative predecessor to strategic decision-making and may give a key to better comprehend authoritative change marvels and at last survival.
Originality/value
As the sample for our STQ has been collected from all across the country cross-sectioning different culture, gender and position of responsibility, the scale has significant robustness and implicative potential.
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Rishabh Rajan, Mukesh Jain and Sanjay Dhir
This study aims to identify the critical factors contributing to India-based non-governmental organizations (NGOs) capacity building and value creation for beneficiaries.
Abstract
Purpose
This study aims to identify the critical factors contributing to India-based non-governmental organizations (NGOs) capacity building and value creation for beneficiaries.
Design/methodology/approach
A total interpretive structural modeling technique has been used to develop a hierarchical model of critical factors and understand their direct and indirect interrelationships. The driving force and dependence force of these factors were determined by using cross-impact matrix multiplication applied to classification analysis.
Findings
This study identifies 12 critical factors influencing NGO capacity building in India’s intellectual disability sector across four dimensions. Internal organizational capabilities include infrastructure, staff qualifications, fundraising, vocational activities and technical resources. Second, coordination and stakeholder engagement highlight government and agency collaboration, dedicated board members and stakeholder involvement. Third, adaptability and responsiveness emphasize adjusting to external trends and seizing opportunities. Finally, impact and value creation emphasis on improving value for persons with disabilities (PWDs).
Practical implications
The findings of this study have practical implications for Indian NGOs working for PWDs. The study provides NGOs with a structural model for improving organizational capacity by identifying and categorizing critical factors into the strategic model.
Originality/value
There is a scarcity of literature on capacity building for disability-focused NGOs in India. This study seeks to identify critical factors and develop a hierarchical model of those factors to assist policymakers in India in building the capacity of NGOs.
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Nakul Parameswar and Sanjay Dhir
This paper aims to explore dynamics of post termination interaction between international joint venture (IJV) partners and empirically examines IJV level and dyad level factors…
Abstract
Purpose
This paper aims to explore dynamics of post termination interaction between international joint venture (IJV) partners and empirically examines IJV level and dyad level factors that influence the choice of post IJV termination interaction as supplier, complement or competitor.
Design/methodology/approach
In-depth literature review is undertaken to identify IJV and dyad level that could influence the choice of post termination interaction between terminated IJV partners. Hypotheses are empirically validated using multinomial logistic regression on data collected on terminated IJV headquartered in India.
Findings
The results denote that the choice of post-IJV termination interaction between IJV partners as supplier, complement or competitor is influenced by interdependence, bargaining power, foreign partner’s purpose of IJV, complementarity and type of IJV termination.
Research limitations/implications
This paper explores an under researched area in extant IJV literature that could be taken up for study by academicians. The paper upholds and strengthens the dynamic capabilities view of strategic management in IJV context.
Practical implications
This paper examines a practice adopted by businesses in emerging markets and determines important factors that influence the choice of interaction post IJV termination between partners. Practitioners will be encouraged to understand and plan post termination dynamics with their terminated IJV partner.
Originality/value
The paper undertakes examination of a practical business phenomena, i.e. interaction post termination between terminated IJV partners.
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Kamakshi Sharma, Mahima Jain and Sanjay Dhir
This study explores the variables that drive the impact of artificial intelligence (AI) on the competitiveness of a tourism firm. The relationship between the variables is…
Abstract
Purpose
This study explores the variables that drive the impact of artificial intelligence (AI) on the competitiveness of a tourism firm. The relationship between the variables is established using the modified total interpretive structural modelling (m-TISM) methodology. The factors are identified through literature review and expert opinion. This study investigates the hierarchical relationship between these variables.
Design/methodology/approach
The modified total interpretive structural modelling (m-TISM) method is used to develop a hierarchical interrelationship among variables that display direct and indirect impact. The competitiveness of a tourism firm is measured by investigating the effect of variables on the firm's financial performance.
Findings
The study identifies ten key factors essential for analysing the impact of AI on a firm's competitiveness. The m-TISM methodology gave us the hierarchical relationship between the factors and their interpretation. A theoretical TISM model has been constructed based on the hierarchy and relationship of the elements. The elements that fall in Level V are “AI Skilled Workforce”, “Infrastructure” and “Policies and Regulations”. Level IV includes the elements “AI Readiness”, “AI-Enabled Technologies” and “Digital Platforms”. Elements that fall under Level III are “Productivity” and “AI Innovation”. Level II and Level I comprise “Tourist Satisfaction” and “Financial Performance”, respectively. The levels indicate the elements' hierarchical level, with Level I the highest and Level V the lowest.
Research limitations/implications
Tourism and AI scholars can analyse the given variables by including the transitive links and incorporate new variables depending upon future research. The m-TISM model constructed from literature review and expert opinion can act as a theoretical base for future studies to be conducted by researchers.
Practical implications
Management/Practitioners can focus on the available characteristics and capitalise on them while working on the factors lacking in their organisation to enhance their competitiveness. Entrepreneurs starting their own business can utilise the elements in understanding the ecosystem of strengthening a firm's competitiveness. They can work to improve on the aspects which are crucial and trigger the impact on competitiveness. The government and management can devise policies and strategies that encompass the essential factors that positively impact the competitiveness of the firms. The approach can then be looked at with a holistic approach to cater to the other related components of the tourism industry.
Originality/value
This study is the first of its kind to use the modified TISM methodology to understand the impact of AI on the competitiveness of tourism firms.
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Aqueeb Sohail Shaik and Sanjay Dhir
The purpose of this paper is to conduct a structured review of the literature on the factors affecting the strategic thinking of an organization. This study offers some…
Abstract
Purpose
The purpose of this paper is to conduct a structured review of the literature on the factors affecting the strategic thinking of an organization. This study offers some theoretical insights by analysing the divergent or analogous views of authors on these factors by analysing the empirical studies carried out in the literature.
Design/methodology/approach
An empirical method of conducting a structured literature review has been adopted in this study. Theory context characteristic methodology framework and meta-analysis are the methodologies applied to analyse the different empirical studies conducted in the literature and determine the variation or similarities in the views of authors over the same factor based on their effect sizes. This study analyses over 45 different empirical studies in the literature conducted on the factors affecting strategic thinking.
Findings
This study explains how the factors have been similarly or differently explained by the authors in the literature. This analysis gives a better understanding of the factors affecting strategic thinking and quantitatively amalgamates the current empirical studies carried out in the literature. The effects sizes generated for each factor helps in determining the homogeneous or heterogeneous nature of the factor.
Research limitations/implications
The study is limited only to analyse the homogeneity or heterogeneity of the factors affecting strategic thinking at an organisational level. This study can be further extended by analysing the type of effect these factors have on the strategic thinking of the organisation.
Practical implications
The findings of this study identify the homogeneity or heterogeneity of the factors affecting strategic thinking in an organisation. This helps the top management to concentrate on these factors, which might develop a strategic thinking nature in the organisation, leading to the better formation of strategies, and successfully implement them in their businesses.
Originality/value
The study fills the unattended gaps in the literature by analysing the homogeneous and heterogeneous nature of the factors affecting the strategic thinking of an organisation.
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Rishabh Rajan, Sanjay Dhir and Sushil
This study aims to identify critical factors and examine their impact on alliance performance from an organizational learning point of view.
Abstract
Purpose
This study aims to identify critical factors and examine their impact on alliance performance from an organizational learning point of view.
Design/methodology/approach
A modified total interpretive structural modeling (M-TISM) methodology was used in this study. The different paths/links in the developed M-TISM model were further validated by using the Mahindra-Ford alliance case study.
Findings
In this study, a total of seven critical factors were identified using an extensive literature review, and a hierarchical model was developed. Results show that prior alliance experience, inter-partner learning, knowledge transfer, absorptive capacity and knowledge internalization have a positive on the alliance productivity and performance. Furthermore, the findings indicate that prior alliance experience remains essential for alliance productivity and performance, while knowledge transfer and absorptive capacity can contribute to inter-partner learning and knowledge internalization in strategic alliances.
Research limitations/implications
This study can help managers and policymakers to understand the identified critical factors from an organizational learning perspective and understand their impact on the alliance performance in a competitive environment. The managers should know that previous alliance experience, learning from partner firms, building an absorptive capacity, etc., are necessary to achieve superior alliance productivity and performance. For academicians, the M-TISM methodology used in this study can provide a mechanism to perform exploratory research and build a hierarchical model in different management research fields.
Originality/value
The study fills research gaps by identifying key factors, developing a hierarchical model, and examining their impact on the performance of strategic alliances in the Indian automotive industry.
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Abhilasha Meena, Sanjay Dhir and Sushil
This study aims to identify and prioritize various growth-accelerating factors in the Indian automotive industry. It further develops a hierarchical model to examine the mutual…
Abstract
Purpose
This study aims to identify and prioritize various growth-accelerating factors in the Indian automotive industry. It further develops a hierarchical model to examine the mutual interactions between the factors, their dependence and their driving power.
Design/methodology/approach
This study first identifies the growth-accelerating factors and then uses the modified total interpretive structural modeling (m-TISM) framework, which is an extended version of TISM. It further uses MICMAC analysis to analyze the mutual interrelation between the identified factors.
Findings
This study highlights the interrelation amongst the factors using m-TISM model. A hierarchical model shows the level of autonomous, dependence, linkage and independent factors considering the Indian automotive industry. This study also provides the understanding related to the interdependence of growth-accelerating factors.
Research limitations/implications
The government and practitioners could evaluate the growth-accelerating factors which have higher driving power for implementing efficient policies and strategy formulation. By implementing m-TISM model in the Indian automotive industry, auto manufacturers can become more productive and profitable. Future studies could use other methods such as expert opinion to derive the factors, and further model could be verified using structural equation modeling technique.
Originality/value
This study uses a novel m-TISM framework for the analysis of growth-accelerating factors in the context of the Indian automotive industry. It further provides a detailed theoretical and conceptual understanding relating to the philosophy and establishes an interrelation amongst these under-researched growth-accelerating factors.
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COMFED, Bihar State Co-operative Milk Federation Ltd., which involved 6 lakh farmers across India in 2012, was a rural organisation established in 1983 as the implementing agency…
Abstract
Subject area
COMFED, Bihar State Co-operative Milk Federation Ltd., which involved 6 lakh farmers across India in 2012, was a rural organisation established in 1983 as the implementing agency of Operation Flood programme of dairy development on “Anand” pattern in Bihar. In 1983, COMFED started with just 1,030 cooperatives, which had risen to 11,400 in 2012. Apart from B2C segment of milk and milk products in Bihar and Jharkhand, COMFED’s major revenue source was its B2B business where they sent bulk milk to Kolkata, Manesar and Delhi. They supplied to Amul and Mother Dairy, which were the biggest Indian cooperatives, and allowed them to use their own brand names. In 2012, Mrs Harjot Kaur, the Managing Director of COMFED, aspired to market COMFED products all over India under the “Sudha” brand, with special focus on National Capital Region region. Moreover, Mrs Kaur also wanted to expand COMFED’s geographical reach to other countries such as Bangladesh and Bhutan.
Study level/applicability
Strategic management, Diversification.
Case overview
Mrs Harjot Kaur was the Managing Director of Bihar State Co-operative Milk Federation (COMFED). COMFED is a rural organisation involving 6 lakh farmers. Starting with just 1,030 cooperatives in 1983, the number of cooperatives had risen to 11,400 in 2012. The milk production was 11 lakh litres per day, and the annual turnover in 2011-2012 was Rs 1,503.00 crore, 11 per cent more than that of previous year. Mrs Kaur was committed to serve COMFED customers and realise the dream of having at least one dish of Bihar in the plate of every Indian. Mrs Kaur envisaged COMFED producing 44 lakh litres milk per day from the existing 11 lakh litres per day, covering around 60 per cent villages of the state against the existing 33 per cent in 2013. COMFED was also trying to capture new markets. At present COMFED sent bulk milk to Delhi, Manesar and Kolkata, where it was sold by various dairy cooperatives such as Amul and Mother Dairy under their own brand names. Mrs Kaur aspired to market COMFED milk under the “Sudha” brand all over India. Moreover, Mrs Kaur was also looking to export to other countries such as Bangladesh and Bhutan. As Mrs Kaur was crafting the future path for COMFED, she also realised that above all the external challenges that exist, an internal vice – complacency – was the biggest hurdle her company had to face.
Expected learning outcomes
The case would be helpful for students to understand the concepts of competitive advantage, sustainable competitive advantage, industry structure, general environment, strategic positioning, diversification, internal analysis, external analysis and business level strategy in a strategic management course.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 11: Strategy.
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Sunali Bindra, Rohit Bhardwaj and Sanjay Dhir
This paper aims to explore the interaction between knowledge management (KM) and dynamic capabilities (DCs) to identify the factors that attribute to their integration. The…
Abstract
Purpose
This paper aims to explore the interaction between knowledge management (KM) and dynamic capabilities (DCs) to identify the factors that attribute to their integration. The amalgamation of the DC and KM will result in a firm’s superior performance. This study will, therefore, use meta-analysis to identify the factors and use the “total interpretive structural modelling (TISM)” to establish the hierarchy and inter-relationships concerning the identified factors.
Design/methodology/approach
The research in this paper uses an exploratory design. This entails reviewing the literature on KM and DCs by adopting a scientific methodology, i.e. meta-analysis. A structural interpretive framework has been developed based upon the identified factors. Further, TISM modelling has been used to develop a classified arrangement of these factors to validate the framework.
Findings
Overall, 15 factors related to KM and DCs, based upon 220 empirical studies have been identified. The validated framework, based upon heterogeneous factors, describes how the interactions between KM and DCs can facilitate a competitive advantage.
Research limitations/implications
This study contributes towards the discussion of how efficient management of knowledge is defining the DCs of firms for improved innovation and performance. It provides practitioners with an insight into the directional linkages towards the competitive performance based on the interactions of KM and DCs. For researchers, the study could serve as an initial outline for interpretation of the linkages and theory building concerning KM and DCs, as the proposed framework draws upon scientific review and expert interpretations.
Originality/value
The framework is the result of the qualitative modelling technique based upon the heterogeneous factors derived out of the meta-analysis. It will provide meaningful insight into the field of KM and DCs. The derived framework shall help corroborate the opinion of experts with the literature in the field of strategy and management.
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