Business‐level strategy and performance

Nandakumar, M.K.; Ghobadian, Abby; O’Regan, Nicholas

doi:10.1108/00251741011053460

Cited by 126 publications

(51 citation statements)

References 88 publications

(114 reference statements)

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“…Strategy is a unified, broad and integrated plan linking corporate excellence to the environmental challenges, designed to ensure that the main goals are achieved. The concept of equivalence holds that the good performance of the company is affected by the choice of strategy and the strategy chosen is affected by environmental factors (Nandakumar, Ghobadian & O'Regan, 2010 …”

Section: Effects Of Remote Environments On Corporate Strategymentioning

confidence: 99%

Effects of environmental factors on corporate strategy and performance of manufacturing industries in Indonesia

Hidayat

Sabarudin

alim

2015

JIEM

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Abstract:Purpose: the purpose of this study was to examine and obtain empirical evidence of the effects of external and internal environmental factors on the strategy and performance of manufacturing companies.Design/methodology/approach: This study used primary data obtained by distributing questionnaires to 150 respondents of manufacturing companies in Indonesia spreading over six major cities in Java such as Jakarta, Banten, Bandung, Yogyakarta, Semarang and Surabaya.Samples were taken by using the systematic random sampling technique. The technique was used since those major cities had different numbers of manufacturing companies. Subsequently, the feasibility of the model was tested. Several indices of model feasibility would be used to test the model developed in this structural equation model. In case of a sub-optimal model, a model modification was to be performed by adding or removing paths so that the chi-square values would decrease by the values of the index. Findings:Results showed that internal and external environmental factors, through the operating environments and the remote environments of manufacturing industries, jointly affected the companies' understanding of the condition of the industrial environments to establish strategic goals in order to achieve optimal performance of manufacturing industry.-763-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.1326Practical implications: The internal and external environmental factors through the operating and remote environments had effects on the strategy of manufacturing companies in Indonesia.However, both internal and external environments did not affect the performance of manufacturing companies in Indonesia. There was a tendency that manufacturing companies were to observe the occurring macro-economic conditions. Manufacturing industries were faced with the pressures from competition, customers and suppliers that affected companies' revenue. Performance of manufacturing industries was more influenced by macro-economic conditions that have not recovered from the global crisis.Originality/value: This study was conducted to determine the effects of environmental factors on the corporate strategy and performance. The effects of the industrial environments are crucial since the more complicated changes in the industrial environments the greater the impacts it has on the resources, structures and processes in the company. Environmental factors of the industry present both organizational strengths and weaknesses, which would affect the strategy and performance of the industry.

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Section: Effects Of Remote Environments On Corporate Strategymentioning

confidence: 99%

Effects of environmental factors on corporate strategy and performance of manufacturing industries in Indonesia

Hidayat

Sabarudin

alim

2015

JIEM

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“…This is in support of the concept of equivalence in corporate strategy which posits that effective performance of an organization is influenced by strategic choice, and the strategic choice is in turn influenced by environmental variables (Nandakumar et al, 2010;Hidayat et al, 2015). …”

Section: Props From Extant Literaturementioning

confidence: 77%

A Model of Strategic Marketing Decision Premises

Osuagwu¹

2016

IJMS

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The paper utilized some relevant empirical and conceptual works in extant literature to sketch a model of the relations among marketing environment, strategic marketing decisions and effectiveness. The paper reveals that some forms of supports exist in extant literature regarding the impacts of marketing environment on strategic marketing decisions and effectiveness, and impacts of strategic marketing decisions on strategic marketing effectiveness. However, relevant extant literature seems to have ignored the impacts of strategic marketing decisions on marketing environment. Also, relevant extant literature contains some gaps regarding the impacts of strategic marketing effectiveness on marketing environment and strategic marketing decisions. The paper concludes that these important relationships in strategic marketing decisions, omitted in extant literature, should be incorporated for a more comprehensive understanding of the relevant issues in strategic management decisions. The paper proposes an empirical research agenda to test the model in some business functions, sectors, cultures, contexts or premises.

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“…An organization's strategy describes the pursuit of goals by considering the environmental threats and opportunities and the available resources and capabilities (Nandakumar, Ghobadian , & O'Regan, 2010). As such, strategic management is directed towards analyzing, collating and overcoming the problems faced by firms due to changes in the environment.…”

Section: Introductionmentioning

confidence: 99%

“…The levels are Corporate, Business, and Functional. The firm's effective strategy therefore provides sustainable advantage that eventually results into a superior performance that is achievable when the strategy is aligned to external and internal structural conditions of the organization (Nandakumar, Ghobadian , & O'Regan, 2010, Chandler, 1962.…”

Section: Introductionmentioning

confidence: 99%

Theoretical Review of Turnaround Strategy and Its Organizational Outcomes

Nyagiloh¹,

Kilika²

2020

IBR

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Strategic management literature has recognized the role of turnaround strategy in the management process as a critical strategy at the corporate level. Researches done on turnaround strategy and corporate performance have however been biased with respect to limited scope in terms of the dimensions of performance as well as the challenges in methodology and conceptualization that affect the generalization of the study findings. This paper undertakes a review of the extant literature on the conceptual, theoretical and empirical work that brings about a number of issues for use in presenting a case for the new theoretical model that is suitable for extension of the current understanding of deployment of turnaround strategy and the ultimate results. The paper suggests an integrated theoretical framework for use in linking turnaround strategy and corporate performance while recognizing the significance of the role of organizational turnaround-based learned experiences and organizational characteristics.

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Business‐level strategy and performance

Cited by 126 publications

References 88 publications

Effects of environmental factors on corporate strategy and performance of manufacturing industries in Indonesia

Effects of environmental factors on corporate strategy and performance of manufacturing industries in Indonesia

A Model of Strategic Marketing Decision Premises

Theoretical Review of Turnaround Strategy and Its Organizational Outcomes

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