Improving organizational alignment by enhancing strategic thinking

Self, Dennis R.; Self, Terry; Matuszek, Tish; Schraeder, Mike

doi:10.1108/dlo-08-2013-0053

Cited by 7 publications

(6 citation statements)

References 5 publications

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“…GME scenario assists in unfolding alignment difficulties addressed in past research between knowledge generated from learning and market-oriented competitive strategy (Henderson and Venkatraman, 1993; Baker et al , 2011). Self et al (2015) argued that organizations increasingly use knowledge management to identify, create, and share critical information so as to strengthen their competitive advantage in the industry. A knowledge results from collective learning helps GME to create aligned system through which competitive lead is sustained.…”

Section: Modeling the Interrelationship Among Market Orientation Learning Knowledge Processes And Competitive Advantage At Gmementioning

confidence: 99%

Exploiting market-oriented collective learning cycle to leverage competitive advantage at a foreign subsidiary in emerging markets

Shehata

2020

EBR

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Purpose The purpose of this paper is to examine how a foreign subsidiary operates in emerging markets and integrates market orientation with organizational learning to achieve a competitive lead. It is an attempt to fill an evident gap in the literature of integrating organizational learning into a market-oriented competitive strategy through using a four-step collective learning cycle at General Motors Egypt (GME). Design/methodology/approach The paper adopts a qualitative case study methodology to thoroughly examine the viewpoints of 90 respondents via in-depth and unstructured interviews with both managers and employees working in a variety of divisions inside GME. An integrative qualitative data analysis approach is used to explore, synthesize, interpret and derive relationships resulting from the collected data. Findings This work advances the theory of organizational learning by testing the theme of collective learning cycle in a real work setting. It presents a real example of aligning market orientation into a collective learning cycle directed toward achieving competitive advantages. Research limitations/implications This study provides scholars and practitioners alike with a real scenario on how and why a four-step organizational learning cycle functions as a building block to generate a competitive advantage. It also discusses the elements of collective learning that are not captured by the four-step collective learning cycle. Factors facilitating market-based organizational learning are also explored. However, the results generated are contingent on the investigated case study circumstances, which are limited in generalizability. Practical implications The paper addresses a set of directions through which auto assembly firms leverage both collective learning practices and knowledge-driven strategy to gain competitive advantages. The GME paradigm indicates how a firm can use collective learning not only to respond to an internal need for change but also to react to external market forces and constraints. Originality/value This study is the first of its kind to investigate the value of the cyclic learning concept from a strategic viewpoint in a multinational organizational context. It enriches the primarily practitioner literature on aligning collective learning into strategy with rich empirical examination of the learning practices of a leading foreign subsidiary. It resolves a gap in the literature regarding how organizational learning and knowledge management processes are aligned to market-oriented competitive strategy. The paper draws a number of critical research issues that call for refinement of the organizational learning cycle theory.

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Section: Modeling the Interrelationship Among Market Orientation Learning Knowledge Processes And Competitive Advantage At Gmementioning

confidence: 99%

Exploiting market-oriented collective learning cycle to leverage competitive advantage at a foreign subsidiary in emerging markets

Shehata

2020

EBR

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“…It helps in concurrent scanning of the organization's business environment. It helps a firm to visualize the past alignments, implement the successes and failures and help the strategic thinkers to take a better decision (Self et al, 2015;Jayashree and Hussain, 2011). Thus, the recent and updated strategic thinking would lead to organizational innovativeness.…”

Section: Antecedents Of Strategic Thinkingmentioning

confidence: 99%

“…Strategic thinking can help a firm in gaining a competitive advantage through specialized human and perceptual abilities (Shaik and Dhir, 2020). The study of literature has shown that the identified antecedents of strategic thinking (vision, creativity, corporate culture and knowledge management) are related to competitive advantage (Tripathi and Ghosh, 2020;Aziz et al, 2019;Lyndon and Pandey, 2019;Khan, 2016;Self et al, 2015). However, studies in the extant literature lack the answer to whether strategic thinking plays a role of mediator on the relationship between competitive advantage and antecedents.…”

Section: Antecedents Of Strategic Thinkingmentioning

confidence: 99%

Antecedents of strategic thinking and its impact on competitive advantage

Dixit¹,

Singh

Dhir

et al. 2021

JIBR

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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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“…When a strategy fails unexpectedly, strategic thinking can support the need for realignment (Self, Self, Matuszek & Schraeder, 2015). If derailment is the result of employee and management inertia, misdirection or lack of leadership, this reverberates throughout the organization, including management.…”

Section: Contemporary Management Research 244mentioning

confidence: 99%

The Links between Innovative Behavior and Strategic Thinking

Gross

2017

CMR

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This research presents a frontier analysis, linking two previously separate constructs that cut across many organizational functions: innovative behavior and strategic thinking. Strategic thinking is often viewed prima facie, as a dynamic capability and is used as a competitive apparatus; the factors that influence this mode of thinking have rarely been questioned. This study advances theory by quantitatively testing the effect of innovative behavior's on strategic thinking from the organizational perspective. Data was gathered from 100 respondents and subjected to hierarchical regression analysis while controlling for age, gender, and years on the job. The final analysis suggests that innovative behavior has a positive and significant impact on the strategic thinking of individuals and groups.Keywords: Innovative Behavior, Strategic Thinking, Management, Organizational Theory INTRODUCTION Innovative behavior can have both positive and negative effects on the climate, process, and structure of an organization. Some of the more familiar of these are related to co-worker stress, strategic direction, and span of control over workload, perception of management, and management support. In a business landscape with vigilant competitors and where management is charged with leading with an entrepreneurial spirt, this spirit is transmitted to employees and it affects their behaviors and thinking. If management cultivates innovative behavior, then innovative behavior might affect strategic thinking capabilities. This research uses an interactionist perspective (Janssen, 2005) to explore the interaction between ideation and employee behavior in innovative pursuits in the workplace. Therefore, this research offers a quantitative examination of the impact (or lack thereof) of innovative behavior on employees' strategic thinking. It also explicates the linkages between the

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Improving organizational alignment by enhancing strategic thinking

Cited by 7 publications

References 5 publications

Exploiting market-oriented collective learning cycle to leverage competitive advantage at a foreign subsidiary in emerging markets

Exploiting market-oriented collective learning cycle to leverage competitive advantage at a foreign subsidiary in emerging markets

Antecedents of strategic thinking and its impact on competitive advantage

The Links between Innovative Behavior and Strategic Thinking

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